When I was starting my first paid job (as a software developer) success definition was quite simple: deliver pre-defined scope in pre-defined time (budget) & make sure that bugs don't break the general usability (you can call it a loose quality criteria ;>).
A lot of things have changed since then:
- Industry has understood the idea of maintainability & Technical Debt -> plenty have added
"We buy things we don’t need with money we don’t have to impress people we don’t like."
Tyler Durden ("Fight Club")
I guess I'm getting old & getting old seems to be a bit dangerous for a passionate person with a strong sense of purpose (nobody's perfect ...). My patience & tolerance for tardiness wears off pretty quickly & I'm easily getting
It just won't, regardless of how hard you try to force him to do it.
Nevertheless some still keep trying & IT seems to excel in that idea. Yes, that's another post about scaling in IT, but this time I'm not going to write about overgrown projects (I already did it here), but about overgrown products.
Companies spend zillions of local dibs
Few days ago I've encountered a short quote that had nailed something very important IMHO:
"Walt Disney. Steve Jobs. Bill Gates.
They were all micromanagers. What is it the the most successful leaders micromanaged? They micromanaged product, they didn't micromanage people."
Jim Highsmith, Thoughtworks at ParadigmShift 2014
Musk, Bezos, Jobs & their alikes - obsessed with their vision, people who really know