4 ms·

He was a big fan of the triad- Dev, Test & PM, at every level. From what I experienced, at every level you'd have to get sign-off from all 3 for any features to

He was a big fan of the triad- Dev, Test & PM, at every level. From what I experienced, at every level you'd have to get sign-off from all 3 for any features to be implemented. That, combined with Microsoft's incredibly deep org structure created a massive number of 'committees' to go through to get signoff for any work to be done. He was also one to dictate things from up above and it was extremely difficult to understand the reasoning behind them or offer any form of disagreement. Anyone who didn't follow exactly what he wanted, was out. So basically you'd have committees of 3's (Dev, Test, PM) filtering and relaying every decision. The people who could work the politics would get promoted and the people who understood the details would get frustrated by the top-down ambiguity and falter or leave.

snprbob86 14y ago
A friend of mine (another ex-softie) described the genius of modern day Microsoft to be taking C players and reliably producing a B product. The triad model seemed to fit right in line with that ideal.
- 001sky 14y ago
  Definition of a BigCo ...
broham 14y ago
"...you'd have to get sign-off from all 3 for any features to be implemented." "...created a massive number of 'committees' to go through to get signoff for any work to be done." Did you guys call him Signoffsky? :p
abhimishra 14y ago
IMO the sign-off culture would be a problem at MS with or without triads. When you have such a large middle-layer (especially ones with ranks like 'partner' who seem to mostly be faking it) there are going to be loads of people whose chief role is to be a gatekeeper who needs to 'sign-off' on something. There are going to be layers of management who want to perform that filtering and relaying you mention, even though it does nothing for the company. And until some kind of purging happens, that won't change.
utopkara 14y ago
This is probably how things work in most big old software corporations. It is not open to big surprises, like a revolutionary new product, or a catastrophic failure. If the company is on a profitable turf, I would say, it is the way to go. For individuals though, it makes the utterly limiting environment, where gatekeepers and not the ones with merit flourish. On the bright side, my unscientific observation is that, in the best case, such an organization can go on like this only for one career time (~20 years). So, if you are coming in towards the end of that period, you are in for an adventurous ride.
sbilstein 14y ago
Microsoft was all about this while I was there. It was incredible how much permission you needed to do anything. When I left I found an almost uniform response from other ex-MSFT employees that they "just couldn't get shit done" while there.
cookingrobot 14y ago
Honestly it wasn't so bad. PM's with vision and proof could force their will, devs with talent and credibility could dictate the approach, and testers with open eyes could hold the team to their commitments. It's ok to specialize and lean on your partners.

snprbob86 14y ago

A friend of mine (another ex-softie) described the genius of modern day Microsoft to be taking C players and reliably producing a B product. The triad model seemed to fit right in line with that ideal.

001sky 14y ago
Definition of a BigCo ...

broham 14y ago

"...you'd have to get sign-off from all 3 for any features to be implemented." "...created a massive number of 'committees' to go through to get signoff for any work to be done." Did you guys call him Signoffsky? :p

abhimishra 14y ago

IMO the sign-off culture would be a problem at MS with or without triads. When you have such a large middle-layer (especially ones with ranks like 'partner' who seem to mostly be faking it) there are going to be loads of people whose chief role is to be a gatekeeper who needs to 'sign-off' on something. There are going to be layers of management who want to perform that filtering and relaying you mention, even though it does nothing for the company. And until some kind of purging happens, that won't change.

utopkara 14y ago

This is probably how things work in most big old software corporations. It is not open to big surprises, like a revolutionary new product, or a catastrophic failure. If the company is on a profitable turf, I would say, it is the way to go. For individuals though, it makes the utterly limiting environment, where gatekeepers and not the ones with merit flourish. On the bright side, my unscientific observation is that, in the best case, such an organization can go on like this only for one career time (~20 years). So, if you are coming in towards the end of that period, you are in for an adventurous ride.

sbilstein 14y ago

Microsoft was all about this while I was there. It was incredible how much permission you needed to do anything. When I left I found an almost uniform response from other ex-MSFT employees that they "just couldn't get shit done" while there.

cookingrobot 14y ago

Honestly it wasn't so bad. PM's with vision and proof could force their will, devs with talent and credibility could dictate the approach, and testers with open eyes could hold the team to their commitments. It's ok to specialize and lean on your partners.