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".
Ruins, Rub-outs, and Trash
Tracing paper into palimpsest
Kahn's preferred medium was charcoal. He liked to use the side of his hand to rub out the thing he was drawing in order to draw it over, and over again.
Turning the tracing paper into a palimpsest; where some trace of each previous marking is still there, only blurred out and faded back by Kahn's rubbings-out and re-renderings, so that in what he made there is also the record of how it was made.
Charcoal on trash collected over time acting as ersatz animated film recording how Kahn's ideas developed.
So insufficiently palimpsestic
I worry that unlike Kahn's process and tools, the processes and tools we use are aimed at helping us satisfy the demand for moving fast and breaking things, not to be good, or to better ensure the doing of good work.
My son Gerrit told me about a YouTube video from a conference where the presenter asked for a show of hands from video game developers in the audience who could produce or successfully compile their own code from the previous quarter. Or from the previous year. Or from two years ago. And by that time the point had been made: nobody had their hand in the air.
Good for the next man
Lou Kahn said that a house is only good if it's good for "the next man."
He knew that the likelihood of its spaces and places continuing to be loved after "the first man" has come and gone requires the kinds of attention to detail you'd have to be paying if the next man and the next-next man were embraced as stakeholders from the onset.