24 Jan 2022 at 05:12
Why is it that collectively we seem to be fawning over tech visionaries, celebrities and politicians who have no connection with reality?
- A tweet from the end of 2018 “You can summon your Tesla from your phone. Only short distances today, but in a few years summon will work from across the continent”. – Were there any plans for unattended recharging? How was this supposed to work?
- Non-fungible Tokens (NFTs) – finally we have a use for the blockchain that is not a ponzi scheme – Really?
- Microservices and the Cloud – Useful at massive scale in some organizations and contexts, seem to be being adopted cargo cult fashion, by everyone, even for small scale applications. Luckily not everyone buys into this, You Don’t need the cloud.
- Single Page Applications (SPA) – in context, occasionally useful, but for many websites the overall effect is to make the information on the webpage slower to load and harder to bookmark
If the covid pandemic has taught us anything, it is that a lot of people with an audience are absolutely clueless about the topics on which they are pontificating. On Bullshit, a book published all the way back in 2005, could usefully be required reading for our current age.
09 Jan 2022 at 00:32
I heard about this project in the early years of the Agile methodologies, another case of planning for the best case and then failing to realize that their reality check bounced. After an overrun of one or two years you would have thought that there would need to be a radical reappraisal of the approach.
Since then I have seen multiple projects which were supposedly agile that seem to have not heard of the first principle, early and continuous delivery
of valuable software. One failure mode is to spend a lot of time in the project initiation activities, or gathering and documenting all requirements before starting to deliver software. Another, probably worse failure mode is to develop a framework for delivering the application, with the thought that this will make the eventual delivery of the application faster.
My take is that it is OK to invest in framework development, but not to do it as part of delivering business value in a project. The problem is similar to what used to happen in the early days of OO projects. The team would spend too much time building a framework that in the end turned out not to help the overall project, but added a lot of delivery risk.
If a company has money and people to burn, then it can make sense to either extract a framework from an existing application or speculatively create a framework. But this must be treated as an investment and must not be on the critical path for any real project until it has been proven out.
For normal projects, it is OK to spend one or two iterations at the start to build up some infrastructure and components for use, but after three iterations the project should be delivering real features to the user community. If you manage to go ten iterations without delivering customer value, the project is not agile, even if it is doing some of the agile ceremonies.
08 Jan 2022 at 04:58
Humans are not very good at doing this. As the last two years have proved, lots of people have hoped for the best and then planned for that best case. This has not turned out to be a very good approach.
In the good times, planning on everything turning out reasonably well and running lean with just in time deliveries can result in good return on investment and higher profits. Typically there are enough buffers in the system that small interruptions can be dealt with, so a week or two delay in shipping due to storms do not cause the system to break down.
Bigger interruptions however can cause major problems, but ideally the effect should be localized. Earthquakes obviously have a major local impact, but unless it hits a monopoly provider location, the impact should not be global. Obviously in an era of offshoring to cheaper locations, there has been a lot of concentration of industry, so the vulnerability to regional disruption is worse.
The downside to the optimization however is the lack of slack in the system. This is when planning for the best case causes problems. Hoping that a pandemic is going to fade away quickly is OK, but making plans on that assumption is not sensible based on the history to date. By now policy makers should be thinking and talking about how many more waves could occur, rather than scrambling to contain the current wave. How do we get the number of active cases in the population low enough that we can control the spread in the long term?
One effect that is starting to be seen is the effect on staffing. How organizations cope when 5% of the staff are off at any one time is a relatively solved problem, but when 25% to 35% are off there are no ready made answers.