3 ms·

This is such an important concept. I was just explaining this to product/leadership the other week: "It's not a matter of convincing me we should do this. Obvi

This is such an important concept. I was just explaining this to product/leadership the other week: "It's not a matter of convincing me we should do this. Obviously, we should. But we also have a hundred other things that we should do, and a few dozen things that we need to do. So it's not a discussion of 'should we'; it's a discussion of understanding how important this thing is in relation to all of the other things." Triage and prioritization is hard.

chris_st 6y ago
I had a kind of... manipulative co-worker who often tried to work around the Product Owner. He'd come into my office and ask, "Can we do <some feature>?", hoping to trigger my inner engineer to be interested in how to solve that problem. He finally got tired of me saying, "Given enough time and resources, yes, we can do pretty much anything! Talk to <Product Owner> about what we SHOULD do."
- tehlike 6y ago
  And probably the moment you do it, he'd take all the credit from you too.
  - chris_st 6y ago
    Well, no, he wasn't that much of a jerk, thankfully.
    - tehlike 6y ago
      Good. When you said manipulative, it suddenly brought back memories :)
artsyca 6y ago
Did you ever think you'd get here when you were a kid building spaceships out of lego?
JoeAltmaier 6y ago
My buddy Tom has said for 30 years "Sure we could do that. But what should we do?"
hinkley 6y ago
I always vote for doing the things that represent bottlenecks. It's always going to be a choice of doing these 5 things versus these 20 others unless one of those "20 others" means we can now do 6 things in the same amount of time. If you can pile a bunch of those up and get to 10, a lot of rhetoric goes out the window, on both sides. Sharpen your damn saw.