This seems to be a year of existential dread, so today’s Best Band Ever™ is The Comet Is Coming. I suspect it’s jazz.
In retrospective, I suspect, it’s obvious that many saxophone players end up in the existential dread camp. Still, it does feel similar to how multiple species, independently of each other, evolved into crabs.
In other news, Vladimir Completely-Lost-It Pootin and his clique are running from the freshly “annexed“ parts. There’s a non-zero chance of them actually considering use of atomic bombs. Recession is looming or actually happening.
Sounds like a typical Tuesday of 2022.
Life goes on.
The ebb of the interwebs brought me this article from Coda Hale, and it really stroke the right nerve. It’s from the long gone 2020, but give it a read, it has some excellent perspectives.
And I would even go further and interpret and extend the ideas as such:
Adding manpower to the project that is already late, makes is quantifiably later. Because the cause was likely the queuing in the first place.
One can use enterprise architecture to map the process flows and identify the bottlenecks (as opposed to just describe).
Progress reporting/state of things must be a natural flow from the tooling (i.e a scrum team's epic must be linked to a bigger company's goal in the same ticketing system), not cadence calls.
Meetings should be only in the trenches for active collaboration. All other communications should be async.
Meetings eat quadratic time.
A complete unit of work must be done by one team. I.e. there should be no fixed teams but if a unit requires an architect, they join the team for the duration. If finance, security, whatevs - same, etc.
Microservices must follow the org structure. Neither more granular, nor less. I expect coherent with enterprise architecture.
A company must prioritise process optimisation over cost.
Interestingly, the author thinks that AWS' inconsistency is a small price over attempts at global strategic consistency. I still need to chew on that.
Take care.