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".
The Spoken and the Unspoken
What is unspoken
Ethnographic studies are distinct from ethological research in other species because we can speak with our subjects and ask them questions. This has tremendous value, but much of what humans do is not spoken, and we also observe, count, and measure.
Research questions
From my records, research questions emerged that I never expected when I was making them.
Quantitative data collection
Quantitative data collection involves systematic and repetitive observations on the same set of variables.
Anthropological rapport
Accurately capturing how people spend their time is contingent not only on systematic data collection, but also on participants moving in a relaxed and normal manner through their daily activities. Just as primatologists habituate their subjects to their presence, anthropologists first must develop rapport and trust with the communities in which they live.
Scan samples, focal follows
Scan samples and focal follows are two commonly used behavioral observation methods.
During a scan sample, randomly selected individuals are located at specified time intervals, usually every ten to fifteen minutes, and the observer instantaneously records what the participant is doing.
Focal follows complement scan samples by documenting the continuous sequence of an individual's activities. During a focal follow, each subject is observed over a period of several hours with each change in activity recorded with a start and stop time.
Multitasking
In most traditional societies children help care for their younger siblings. However, it is often the case that a child minding his younger sibling does so out of the corner of his eye while playing with other children. Is this play or child care?
A nested classificatory hierarchy
I organized behavioral codes to contain several levels of information. As in this example, if a child is outside playing with friends while minding her two-year-old sister, the activity was coded as 675: the 600 signifies noneconomic activity, the 70 that it is playing, and the 5 that it is playing while in charge of a child. All activities were coded in this way. A nested classificatory hierarchy preserves both detail for future research and flexibility to lump or disaggregate activities for analyses. This method of nesting information carries over into many kinds of coding and classificatory schemes.
A child's question
Because they live so successfully in their world, we expect our subjects to readily explain the strategies that underlie the behaviors we observe. This can be trying, because from their point of view we are asking the obvious, a child’s question.
The research agenda
Important connections are often made by accident, outside the bounds of our research agenda.