I know some people are going to say: "Hey! That's Dan Flavin's act. Why in the hell is Irwin doing a Dan Flavin? Why is he suddenly so inconsistent – fluorescent one day and Cor-Ten the next?" The key to all of this is that we have to examples what we mean by consistency. And here the critical question is: "what do we use to measure consistency with?" If you measure consistency in terms of material, or gesture, then I will be found inconsistent. But, in all of the recent pieces and proposals, if you go to the actual site and look at it, you will find that the solution is absolutely consistent on the grounds within which it responds to its environment. This in turn is consistent with my development of the implications implicit in non-object art.
What of machines and prefabrication? How do they compare?
Well, the machine has its limits. We, using handcrafted methods, do things that machines cannot do. Of course, it's not fast like a machine. And in complicated areas like here, things wouldn't go the same using a machine as it would by hand.
We use numerous variations of all these connecting and splicing joints. Using a machine, [the wood joints] can all be made uniform, but really, we need to consider whether that's a good thing. It's better to make each mechanism and joint by considering what's suitable for each unique condition.
In software development deadlines are a necessary evil. It is important to understand when they are necessary, and it is important to understand why they are evil.
Estimation: When estimating engineering work a substantial time investment is required by an engineer in order to get an accurate estimate.
Misaligned Incentives: There is an incentive to lie and give estimates much longer than the feature is truly expected to take.
Low Morale: Deadlines are likely to be missed often. Repeated failure has a cost to the morale of the team.
Micromanagement: Deadlines are wielded by middle managers as a whip to harass and annoy engineers working on features.
High Stress: When engineers feel the pressure of other stakeholders holding deadlines over their heads it creates an environment of high stress.
High Turnover: On teams with high turnover rates the best engineers have an easy time finding new work and leave quickly, the worst engineers have a difficult time finding work and remain. This selects for a lower quality team over time.
The resolution is simple. Never have internal deadlines. Operate on a prioritized and ordered list of features. Estimate only when necessary to prioritize and do so in a t-shirt sizing way. Trust your engineers and they will begin to love their work. Engineers who love their work are happy and productive.