The dying art of the hatchet job An Article by Dorian Lynskey staging.unherd.com I find that the act of disagreeing with a sharp takedown sharpens my appreciation of the work in question. If I have to think a bit harder about what I like and why I like it, that’s fine by me, especially when it’s something that has been almost universally acclaimed. ...It’s not that I long for an epidemic of gleeful brutality but I will always cherish the right of critics to express their hate, hate, hate in the ultimate service of what they love, love, love. critique
Planning doesn't make for better software A Fragment by Robin Rendle www.robinrendle.com My own time in a Silicon Valley startup has proved this much to be true; planning doesn’t make for better software. In fact today our design systems team doesn’t have sprints, we don’t have tickets or a daily standup. Each day we come to work, figure out what’s the most important thing that we could be doing, and then we—gasp!—actually do it. Watching so many other teams slowly flail about whilst they plan for quarter 3.2 of subplan A, whilst our team produces more work in a week than they all do combined in a quarter has been shocking to me. After four years of working in a large startup, I know what I always assumed was true: you don’t need a plan to make a beautiful thing. You really don’t. In fact, there’s a point where overplanning can be a signal of inexperience and fear and bullshit. The scrum board and the sprints and the inane meetings each and every day are not how you build another Super Mario 64. Instead all you have to do is hire smart people, trust them to do their best work, and then get the hell out of their way. Why Software is Slow and Shitty planningsoftwareagile