So much knowledge not being applied Most organisations have a lot of documents and data floating around that hardly ever gets revisited or used. They all have research, reading, and relevant information collecting dust. Stuff that should be informing the decisions and strategies of the company. Some of it sits unread in a knowledge base or a wiki. Some of it lies in the drives of individual employees who don’t have a way to share it productively. So much knowledge not being applied! Except that’s not how we work as human beings. If you haven’t read it, experienced it, and contextualised it, then it isn’t knowledge to you. Knowledge is a quality that people possess, not documents, and the only way to transfer it from one place to another is for people at both ends to apply themselves and make it their own. Baldur Bjarnason, On online collaboration and our obligations as makers of software knowledgedocumentationwork
Dependence is more profitable than education A customer who pays—in advance—for service contracts is a more stable income source than a customer who has fully mastered a product's use. Customer dependence is more profitable than customer education. What I find truly baffling are manuals—hundreds of pages long—that accompany software applications, programming languages, and operating systems. Unmistakably, they signal both a contorted design that lacks clear concepts and an intent to hook customers. Niklaus Wirth, A Plea for Lean Software The design concept documentation
The State of Agile Software in 2018 A Talk by Martin Fowler martinfowler.com On the surface, the world of agile software development is bright, since it is now mainstream. But the reality is troubling, because much of what is done is faux-agile, disregarding agile's values and principles. The three main challenges we should focus on are: fighting the Agile Industrial Complex and its habit of imposing process upon teams, raising the importance of technical excellence, and organizing our teams around products (rather than projects). How we can do betterTaylorism in software A late change in requirements is a competitive advantageMake the change easy agilesoftware
How we can do better It actually doesn't matter whether you actually have a formal retrospective. It doesn't matter whether you have four or five labels of things on your retro board, or exactly how you do the retro. What does matter is the notion of thinking about what we're doing and how we can do better, and it is the team that's doing the work that does this, that is the central thing. agileprocess
Taylorism in software Interestingly, just as software people were talking about how we need to kind of follow this very Taylorist notion as the future of software development, the manufacturing world was moving away from it. The whole notion of what was going on in a lot in manufacturing places was the people doing the work need to have much more of a say in this because they actually see what's happening. craftwork