3 ms·

I've gotta say, this study really hits home for me. As a developer who's worked on a few projects with some gnarly architectural complexity, I can totally see h

by neals 4y ago

I've gotta say, this study really hits home for me. As a developer who's worked on a few projects with some gnarly architectural complexity, I can totally see how that would lead to these kinds of costs. Just last year, I was part of a team that had to deal with a super convoluted codebase that felt like a patchwork of different styles and approaches, with no clear hierarchy or modularity. It was an absolute nightmare to navigate and make changes to, and our productivity took a nosedive. Not to mention the bugs that kept creeping in and the insane amount of time we spent debugging. I even saw a few of my colleagues jump ship because of the frustration. I wish management would've realized the potential benefits of investing in some proper refactoring efforts to improve the architecture. It might've saved them a lot of money (and headaches) in the long run!

tunesmith 4y ago
Two things that get in the way of "long run" thinking. What's the timeframe that teams should adopt? If it will pay for itself in three years, is that too long? What's a good argument to make here that will appeal to the bean counters that are used to thinking in terms of quarterlies? I personally am comfortable with "eventually/infinite" but that is a tough sell. Capitalization vs Expense. Maintenance/refactoring is not capitalizable, and thus gets discouraged in businesses that care about P&L. New (capitalizable) projects/features are encouraged instead. What are some good ways to encourage maintenance/refactoring in this kind of environment?
treis 4y ago
Stuff like this contributes massively to a culture of low expectations too. When it becomes accepted that simple things take a long time to do the normal reward system goes flying out the window. Both internally and organizationally. Internally because the sense of accomplishment from seeing the new bit of functionality is tiny compared to the effort it took to get done. Organizationally it becomes harder to reward productivity because with no sense of how long something should take there's no way of knowing if an engineer is fast or not. It's a productivity death spiral. Engineers slack off because there is no internal or external reward for doing good work. That slacking off slows development and then that velocity gets accepted as normal. Engineers continue to slack off against the new "normal" and establish an even slower normal to slack off against. That's how hours long tasks turn to days and then weeks and then months until the project dies.

by neals 4y ago

tunesmith 4y ago

Two things that get in the way of "long run" thinking. What's the timeframe that teams should adopt? If it will pay for itself in three years, is that too long? What's a good argument to make here that will appeal to the bean counters that are used to thinking in terms of quarterlies? I personally am comfortable with "eventually/infinite" but that is a tough sell. Capitalization vs Expense. Maintenance/refactoring is not capitalizable, and thus gets discouraged in businesses that care about P&L. New (capitalizable) projects/features are encouraged instead. What are some good ways to encourage maintenance/refactoring in this kind of environment?

treis 4y ago

Stuff like this contributes massively to a culture of low expectations too. When it becomes accepted that simple things take a long time to do the normal reward system goes flying out the window. Both internally and organizationally. Internally because the sense of accomplishment from seeing the new bit of functionality is tiny compared to the effort it took to get done. Organizationally it becomes harder to reward productivity because with no sense of how long something should take there's no way of knowing if an engineer is fast or not. It's a productivity death spiral. Engineers slack off because there is no internal or external reward for doing good work. That slacking off slows development and then that velocity gets accepted as normal. Engineers continue to slack off against the new "normal" and establish an even slower normal to slack off against. That's how hours long tasks turn to days and then weeks and then months until the project dies.