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I was also disappointed that the example list didn't get into people issues. But it is not as simple as prevention vs. cost-cutting. In any place, there are t
by adrianratnapala 10y ago
I was also disappointed that the example list didn't get into people issues.
But it is not as simple as prevention vs. cost-cutting. In any place, there are thousands of things that might prevent a problem, but which of them are worth doing? One of many strategies for selecting the right precautions is an evolutionary one: fix the ones that caused problems in the past.
- coredog64 10y agoThis. My management is like generals fighting the last war. They continue to push process as an answer to anything that has caused an outage instead of reworking the process that we already have.
- Piskvorrr 10y agoUnlike the Red Queen problem of arms race, "fighting the previous war" could help with one class of support problems (not always, not all problems). "Hmm, we've been here before, we know how to fix this; plus we should make it harder to get here again by accident."
- Bartweiss 10y agoI think the big question is whether you ever win the previous war. If every problem adds permanent overhead ("add a check for that issue in the review process") then you're slowly losing ground. If problems get solved ("automate that step so no one forgets it"), you're making progress even if you don't anticipate issues.
- groby_b 10y agoWell, if you reworked the process, would it at least win the last war? Because if the "new" process reintroduces known points of fragility, you're guarding against potential problems at the expense of known problems. It might be worth asking "why" of them. :)