There is a hidden cost to having a hypothesis. It arises from the relationship between night science and day science, the two very distinct modes of activity in which scientific ideas are generated and tested, respectively [1, 2]. With a hypothesis in hand, the impressive strengths of day science are unleashed, guiding us in designing tests, estimating parameters, and throwing out the hypothesis if it fails the tests. But when we analyze the results of an experiment, our mental focus on a specific hypothesis can prevent us from exploring other aspects of the data, effectively blinding us to new ideas.
Walking intrigues the deskbound. We romanticize it, but do we do it justice? Do we walk properly? Can one walk improperly and, if so, what happens when the walk is corrected?
This talk centered on Hamming's observations and research on the question "Why do so few scientists make significant contributions and so many are forgotten in the long run?"
I want you to consider instead the possibility that Waterfall came to exist, and continues to exist, for the convenience of managers: people whose methods are inherited from military and civil engineering, and who, more than anything else, need you to promise them something specific, and then deliver exactly what you promised them, when you promised you’d deliver it. There exists many a corner office whose occupant, if forced to choose, will take an absence of surprises over a substantive outcome.
Features don’t work, in the sense that they can be easily gamed. A brittle and perfunctory implementation, done quickly, is going to score more intramural brownie points over a robust and complete one. If the question is "does product A have feature X?" then the answer is yes either way.
We use the term feature factory as a pejorative to designate companies addicted to adding features, while accumulating incalculable so-called technical debt. This situation is driven by management for the convenience of marketing, and I am skeptical that a more faithful application of Agile principles will correct it. Indeed, I suspect Agile processes are constitutionally vulnerable to this kind of compromise.
The presence of a feature can only indicate to a user if a goal is possible, behavior will determine how painful it will be to achieve it.