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D. Petre Bogdan - Quicksands of software development

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D. Petre Bogdan Quicksands of software development
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Quicksands of software development D Petre Bogdan This book is for sale at - photo 1
Quicksands of software development
D. Petre Bogdan

This book is for sale at http://leanpub.com/quicksandsofsoftwaredevelopment

This version was published on 2021-05-24

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This is a Leanpub book. Leanpub empowers authors and publishers with the Lean Publishing process. Lean Publishing is the act of publishing an in-progress ebook using lightweight tools and many iterations to get reader feedback, pivot until you have the right book and build traction once you do.

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2021 Copyright by D. Petre Bogdan. All rights reserved. No part of this book may be reproduced, stored in or introduced into a retrieval system, or transmitted, in any form or by any means (electronic, recording, photocopying, mechanical, or otherwise), without the prior written permission of the author. Requests for permission should be addressed to the author, by email, at quicksandssoftwaredevelopment@gmail.com.Trademarked names may appear in this book. Rather than use a trademark symbol with every appearance of a trademarked name, the names are used in an editorial fashion only, and to the benefit of the trademark owner, with no intention of infringement of the trademark. All trademarks are the property of their respective owners. This book is independently authored and published. References to trademarked or copyrighted works, individuals, companies, products, and services are included for criticism, commentary, and illustration purposes only, and should not be considered endorsements or any other type of affiliation with this book or its author.The information in this book is distributed on an "as is" basis, without any guarantees or warranties, express or implied. The book contains the opinions and ideas of its author. Much of the content is based upon personal experience and anecdotal evidence and is intended to provide helpful general information on the subjects that it addresses. The views expressed herein are subject to change without notice. While the author has used his best efforts in preparing this book, this does not guarantee the accuracy, adequacy, or completeness of any information found within it, and the author assumes no responsibility for errors, inaccuracies, omissions, or any inconsistency herein, regardless of cause. The author assumes no responsibility or liability whatsoever on behalf of any person or entity with respect to any consequence, loss or damage caused or alleged to be caused directly or indirectly by the information contained in this work. Readers are ultimately responsible for their decisions and any potential damage resulting from the use of this information. It is your responsibility to review, analyze, verify, and evaluate any content or information provided in this book before taking any actions or relying on it. The author does not engage in rendering legal, career, or other professional services, and the book is not an individual and/or personalized recommendation to a particular person or group of persons of any kind. The explanations and strategies contained herein may not be suitable for your situation. Use the information contained in this work at your own risk. If expert assistance is required, you should seek the services of a competent professional.Please note that this book contains ideas, opinions, and some occasional strong language that some readers may find offensive. Any perceived slights of particular people, organizations, companies, or products are unintentional.Because of the dynamic nature of the Internet, any web addresses or links contained in this book may have changed or disappeared between the time this was written and when it is read, and may no longer be valid. The fact that a resource or website is referred to in this work as a citation and/or a potential source of additional information does not mean that the author endorses the information the resource or website may provide or recommendations it may make. Further, the author does not have any control over and does not assume any responsibility for author or third-party websites or their content.Version: 8f21878b501b6d18030fae5cb70136df5c896532,f05c96fc4699e46f4385d5bb60bb5014eedd898aCover design, illustrations, and formatting by D. Petre BogdanContact: quicksandssoftwaredevelopment@gmail.comWebsite: quicksandsofsoftwaredevelopment.com
Intro

Here is a definition of quicksand, straight out of the dictionary[1]:

Quicksand, (noun). Sand readily yielding to pressure; especially: a deep mass of loose sand mixed with water into which heavy objects readily sink.

Depending on where you live, youve probably also seen signs like this at some point in your life:

You need signs like that to warn you of the danger Quicksand looks solid when - photo 3

You need signs like that to warn you of the danger. Quicksand looks solid when undisturbed, but walking into it causes liquefaction. And thats when you start to sink.

I think many companies that develop software should have a sign like that somewhere in their offices. Why? Here is the second definition of quicksand from the same dictionary page[1]:

Quicksand, (noun). Something that entraps or frustrates.

Again and again, software development projects fail for various reasons: unclear project goals or requirements, poor business decisions, lack of planning, poor communication, bad technological choices (like choosing the wrong programming language or the wrong architecture), complexity and size of the project, poor prioritization, project management mistakes, unrealistic deadlines, office politics, and many more. Even if the project succeeds, the result is often a combination of cost overruns, late product deliveries, poor quality, lots of frustrated people, and jokes like this one:

Developer to Team Lead: We cannot do this project. WE CAN NOT! It implies a significant design change, and no one in our team understands this model. And, above all, no one in the company knows the programming language in which this application was written. So, even if someone wants to work on it, they can not. In my personal opinion, the company should never have gotten itself involved with this project.

Team Lead to Project Manager: This project will involve a design change. Currently, we do not have anyone with experience in this type of project. Additionally, we dont know the programming language. We will have to organize a lot of training sessions if we are to take this project. In my opinion, we are not ready to engage in projects of this type.

Project Manager to Head of Department: This project involves a design change, and we do not have much experience in this area. Also, not many people in the company are well prepared for this. In my opinion, we could do the project, but we will need more time than usual.

Head of Department to Upper Management: This project involves redefining the design. We have some people who have worked in this area, and others who know the programming language. So they can train other people. In my opinion, we should accept this project but with care.

Upper Management to CEO: This project will show everyone our ability to remodel the design of an entire system. We have all the necessary knowledge and people to execute this project successfully. Some employees have already provided training in this field to other employees. In our opinion, we should not let this project escape us.

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