planning
The Thing-deadline calculus
The best-laid plans
But bulldozers move mountains
Good design is redesign
Obsessed with absolute numbers
A warning against the limitations of my own prescriptions
The plan must anticipate all that is needed
Many a corner office
Individuals matter
Driving engineers to an arbitrary date is a value destroying mistake
The value-destroying effect of arbitrary date pressure on code
An Article by Gandalf HudlowThe mandate from above is clear, just get it done! Avoid everything that's in the way: all advice, all expertise, all discovery efforts that detract from hitting the Date™!
What these organizations don't realize is that all software change can be modeled as three components: Value, Filler and Chaos. Chaos destroys Value and Filler is just functionality that nobody wants. When date pressure is applied to software projects, the work needed to remove Chaos is subtly placed on the chopping block. Work like error handling, clear logging, chaos & load testing and other quality work is quietly deferred in favor of hitting the Date™.
Hofstadter's Law
An Idea by Douglas HofstadterIt always takes longer than you expect, even when you take into account Hofstadter's Law.
Planning doesn't make for better software
A Fragment by Robin RendleMy 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.
Yagni
A Definition by Martin FowlerYagni originally is an acronym that stands for "You Aren't Gonna Need It". It is a mantra from Extreme Programming that's often used generally in agile software teams. It's a statement that some capability we presume our software needs in the future should not be built now because "you aren't gonna need it".
Every Tool Shapes the Task
Imagine the world like a cake
Imagine the world like a cake. Imagine that you slice it into the customary slices by vertical cuts. Each slice of that cake should signify for us, a constituency. Each is geographically located as one segment of the larger cake. Each slice is more influenced by its immediate neighbors than by what might be in the cake quite far away.
What technology has done in the world increasingly is to put horizontal cuts in that cake. You don't only talk up and down. Now you can talk across barriers.
Power makes knowledge sufficient
Whether it is civil rights' violations in many countries, whether it is the increasing numbers of unemployed people in our own country, whether it is the homeless we see on our way to work, it isn't as though we don't know.
But there is that horrible realization that, while the knowledge of facts may be a necessary condition for action, and we talk about democracy in civic action, it is unfortunately not a sufficient one.
While knowledge may be a necessary condition, it may in fact be a less necessary condition that the one that makes that a sufficient condition, and that is access to power.
To do some more pushups on the internet
There may be a lot of things that have to be studied, but there is also what I call "occupational therapy for the opposition" that says, send them off to do some more pushups on the internet. You need to be mindful that it is possible to use information, and the need for information, as a delay for the call for action.
Adding up to hair-brained
I have for myself come to the point where I say that people or groups or governments make the decisions that make sense to them, even if they look totally hair-brained to me.
My task then is to figure out the constellation of forces, the pushes and pulls, that in fact do add up to that hair-brained decision-making. Then we can go into the next iteration and say, "What can we do about the balance of the push and the pull that seems to result in totally non-constructive decisions?"
Who the problems are
Recently my attention was drawn to a quote from Peter Drucker who said, "If there isn't dissent, we would not know where the problems are."
I said to my husband, "Look, if there isn't dissent, we wouldn't know who the problems are." I think one has to keep that in mind.
Your new electronic microscope
Learn what is in this Internet. But then keep your head clear and go back to your goals. What in fact, in the best of all worlds, do you want to do? Do any of the activities with your new electronic microscope bring you closer to that?
Cyberspace as a global dump
If we think that cyberspace is a public space, then let's think of the oceans. They used to be as much of a world resource as anybody could think of but didn't belong to anybody. So everybody put their garbage into them. The potential of cyberspace as a global dump is quite substantial.