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People often draw analogies between software development and manufacturing. If you’re going to do that, it’s vital to take the “supply chain” of information int

People often draw analogies between software development and manufacturing. If you’re going to do that, it’s vital to take the “supply chain” of information into account. The inefficiencies inherent in creating a supply chain consisting of a developer, a tech lead, a product manager, an operations manager, and finally a user resemble the supply chain in the drinking game. Orders go one way, features go the other way.

ImprovedSilence 15y ago
Did you finish the article? I think it's more focused on the hardware aspect of apples supply chain, and not so much on software development.
- ww520 15y ago
  I think GP is drawing an inferred analogy in the software development process, using the supply chain to explain the relationship among all the parties involved.
Splines 15y ago
Is this a good analogy to make? I was thinking that feature bloat is a consequence of this sort of thing happening (applications start out missing features, eventually features start getting added, and they keep getting added to the point where users don't want them anymore), but I'm not certain the mechanics leading up to feature bloat are the identical to what happens in the beer game.
WiseWeasel 15y ago
Unfortunately, half your customers are giving valid feedback, and half want you to be making vodka instead of beer. A developer's time (and fleeting sanity) is much too precious to have him sort through them...
cube13 15y ago
I don't think this is really an analogy. This chain occurs with both in both physical manufacturing and software. In both, developers/design engineers design the product, leads make sure that everything stays within budget and time, and product managers get requirements through sales or marketing staff. There really isn't a difference with either process at all, and for software that's sold on physical copies, it's is the exact same process. The major difference between releasing software on the internet and making a physical product is the end of the entire process, where the product is built and sent to the customer. With a physical product, it has to be built, stored until sold, then shipped out. Also, unless your developers are so misanthropic that putting them in front of a client might just cause wars to break out, most of this chain can be circumvented by involving all parts of the chain in requirements gathering. The key part of the beer game is that none of the parties can talk to any party that's more than one link away from them. Finally, and this is myself being a nitpicky bastard, but the operations manager will almost never have direct contact with a client. They will be the ones that work with the developers, the leads, product managers, and suppliers to make sure that the product can actually be made with the given budget, and that every step of the production chain is working correctly. They will also work with marketing and sales to make sure that the projected demand will be met, and that the product actually gets out to the clients. A better position would be sales people, because they are generally the only point of contact users have with the manufacturer.

ImprovedSilence 15y ago

Did you finish the article? I think it's more focused on the hardware aspect of apples supply chain, and not so much on software development.

ww520 15y ago
I think GP is drawing an inferred analogy in the software development process, using the supply chain to explain the relationship among all the parties involved.

Splines 15y ago

Is this a good analogy to make? I was thinking that feature bloat is a consequence of this sort of thing happening (applications start out missing features, eventually features start getting added, and they keep getting added to the point where users don't want them anymore), but I'm not certain the mechanics leading up to feature bloat are the identical to what happens in the beer game.

WiseWeasel 15y ago

Unfortunately, half your customers are giving valid feedback, and half want you to be making vodka instead of beer. A developer's time (and fleeting sanity) is much too precious to have him sort through them...

cube13 15y ago

I don't think this is really an analogy. This chain occurs with both in both physical manufacturing and software. In both, developers/design engineers design the product, leads make sure that everything stays within budget and time, and product managers get requirements through sales or marketing staff. There really isn't a difference with either process at all, and for software that's sold on physical copies, it's is the exact same process. The major difference between releasing software on the internet and making a physical product is the end of the entire process, where the product is built and sent to the customer. With a physical product, it has to be built, stored until sold, then shipped out. Also, unless your developers are so misanthropic that putting them in front of a client might just cause wars to break out, most of this chain can be circumvented by involving all parts of the chain in requirements gathering. The key part of the beer game is that none of the parties can talk to any party that's more than one link away from them. Finally, and this is myself being a nitpicky bastard, but the operations manager will almost never have direct contact with a client. They will be the ones that work with the developers, the leads, product managers, and suppliers to make sure that the product can actually be made with the given budget, and that every step of the production chain is working correctly. They will also work with marketing and sales to make sure that the projected demand will be met, and that the product actually gets out to the clients. A better position would be sales people, because they are generally the only point of contact users have with the manufacturer.