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| ▲ | grvdrm 2 days ago | parent [-] | | That's the point I am making, and the point of asking "what is the alternative" Developers aren't alone in adhering to schedules. Many folks in many roles do it. All deal with missed deadlines, success, expectation management, etc. No one operates in magical no-timeline land unless they do not at all answer to anyone or any user. Not the predominant model, right? So rather than just say "you can blame the PMs" I'd love to hear a realistic-to-business flow idea. I am not saying I have the answers or a "take". I've both asked for and been asked for estimates and many times told people "I can't estimate that because I don't know what will happen along the way." So, it's not just PMs. It's the whole system. Is there a real solution or are we pretending there might be? Honest inquiry. | | |
| ▲ | dylan604 2 days ago | parent [-] | | Software release dates are so arbitrary though. We no longer make physical media that needs time to make and ship. Why does software need to be released on February 15th instead of March 7th? | | |
| ▲ | wat10000 2 days ago | parent | next [-] | | You could ask the same question about the contents of the release. Why does software need to be released with features X, Y, and Z on March 7th when it could be released with features X and Y on February 15th? It's inevitable that work will slip. That doesn't necessarily mean the release will slip. Sometimes you actually need the thing, but often the work is something you want to include in the release but don't absolutely have to. Then you can decide which tradeoff you prefer, delaying the release or reducing its scope. | | |
| ▲ | grvdrm a day ago | parent [-] | | This is the direction of my thinking, too. Earlier discussion focuses on writing software at a slower pace to inject more accuracy and robust thinking/design/code. Conceptually, yes, I get it! But in numerous practical scenarios, some adherence to a recurring schedule seems like the only way to align software to business outcomes. My thinking is tied more to enterprise products (both external and internal) rather than open-source. I like an active dialog with engineers. (I'm neither SWE nor PM). Let's talk together about estimates. What's possible and not possible. Where do you feel most uncertain, most certain. What dependencies/externalities do you expect to cause problems. Those conversations help me (business/analytics-side) do things like adjust my own deadlines, schedules. Communicate with c-suite to realign on what's possible and not. Adjust time. | | |
| ▲ | DrewADesign a day ago | parent [-] | | The main problem I’ve had is the unpredictability of where the complexity lies. Unless you’ve done exactly what you’re doing, before, with the same tools and requirements, there’s a good chance that some discrete trivial aspect could take up an incredible amount of time, and that won’t indicate whether the main goal will take more or less time. I’ve worked both as a developer and as a designer, and while some aspects of design can be really nebulous and uncertain compared to dev work, it lacks some of the unpredictability — it’s not like I’m going to unexpectedly have to re-make the logo. I feel for anyone that has to wrangle these tasks into a business-consumable time frame. | | |
| ▲ | grvdrm a day ago | parent [-] | | > The main problem I’ve had is the unpredictability of where the complexity lies. Unless you’ve done exactly what you’re doing, before, with the same tools and requirements, there’s a good chance that some discrete trivial aspect could take up an incredible amount of time, and that won’t indicate whether the main goal will take more or less time What a great articulation. Completely agree. This is why I don't blame PMs anymore than devs anymore than business folks throwing requirements at PMs. Possible to find fault everywhere. I think the broader problem is scale and growth. Many people in many roles are caught in growth-mind or scale-mind companies where the business wants to operate at a velocity that may not align with the realistic development work we're discussing. PMs are similarly caught with less time to understand, scope, plan, etc. Business folks ask questions like "why isn't this ready" to devs that may not understand the reasons why the business operates the way it does, or the business at all. Full disclosure: I'm in insurance. Seeing lots of these problems play out in front of me. C-suite moving at speed 100, devs moving at a perceived speed of 50. Silos and communication problems and unclear requirements up and down the stack. So, in my interactions, the way I try to help is just to understand the most basic components and their ability to come alive or not. Is there anything to show? Yes, ok - let's celebrate a small win. Is there a rather large delay? Why - ok, let's use that to reinforce building something robust vs. crap. But, there are schedules! Someone above mentioned sqlite. Another example comes to mind: Obsidian. I think they're anomalies (good ones) rather than examples that broadly prove the point to slow down. |
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| ▲ | thaumasiotes 2 days ago | parent | prev [-] | | > Why does software need to be released on February 15th instead of March 7th? Because it has to be released at some point, and without picking a point in advance, you can never reach it. https://en.wikipedia.org/wiki/Parkinson%27s_law | | |
| ▲ | dylan604 a day ago | parent [-] | | I disagree with that entirely. Some features just take longer to develop. If that feature is part of the release, then release it when it is finished and not kind of working. If that feature is just not achievable, then PMs have really screwed up their role by putting it in the release in the first place. |
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