I think a few revolutions are missing in the list, that weren't technical, but organisational: 1. The push for "software architects" to create plans and specif

I think a few revolutions are missing in the list, that weren't technical, but organisational: 1. The push for "software architects" to create plans and specifications for those pesky developers to simply follow. I remember around 2005, there was some hype around generating code from UML and having developers "just" fill in the blanks. The result I've observed were insanely over engineered systems where even just adding a new field to be stored required touching like 8 files across four different layers. 2. The "agile transformation" era that followed shortly after, where a (possibly deliberate) misunderstanding of agile principles lead to lots of off-the-shelf processes, roles, and some degree of acceptance for micro managing developers. From what I've seen, this mostly eroded trust, motivation and creativity. Best case scenario, it would create a functioning feature factory that efficiently builds the wrong thing. More often than not, it just made entire teams unproductive real fast. What I've always liked to see is non-developers showing genuine interest in the work of developers, trying to participate or at least support, embracing the complexity and clarifying problems to solve. No matter what tools teams use and what processes they follow, I've always seen this result in success. Any effort around reducing the complexity inherent in software development, did not.