In reference to [Goldratt 1992]'s Theory of Constraints that suggest in every system there is a single constraint that determines the overall throughput of a that system. If developers are the constraint of your projects than your projects only move as quickly as your programmers can program them. In their book "The Art of Agile Development" James Shore and Shane Warden say that when the rest of the team outpaces the programmers, the work tends to pile up, falls out of date and needs reworking, and slows the programmers further.
While developers are generally overworked it is often mentioned that there is feasibly nothing that other departments can do to further help in the effort as development roles are far too technical ... or something. To them I would only recommend that it is not only commitment of the leader, but it should be expected of the entire team to spend their spare time eliminating the constraint by modifying the their function to better help support developers.
In a study of what makes team successful Larson and Fargo (1989) determined that a unified commitment made by all the team members is one of the biggest factors to determining the success of that team. Apparently leaders that ensure that no one is left behind before hanging their hats at the end of the day are the most effective in this industry. Otherwise it would suggest that our responsibilities are contained on in the functions we do and not to the projects we commit to.
A good comparison is organic versus non-organic. If development is the constraint and that constraint is overbearing then clients will never experience the benefits of true quality. The most successful players in this industry recognize that good developers share a common bond with good clients in that nurturing them cultivates growth and in time can yield the greatest return and the finest quality in application development.