D. Petre Bogdan - Quicksands of software development
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This book is for sale at http://leanpub.com/quicksandsofsoftwaredevelopment
This version was published on 2021-05-24
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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 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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