<story><title>Development slowness in big and legacy applications</title><url>https://michaelscodingspot.com/slow-development-in-big-companies/</url></story><parent_chain><item><author>danielovichdk</author><text>A big pile of all things of kinds of things.&lt;p&gt;Big Project Complexities - has nothing to do with software business. It&amp;#x27;s an organization challenge which has been known way before anyone wrote anything remotely complex with software. See planning fallacy, optimism bias, read about how car and structural companies has done it. Look up &amp;quot;GM, Toyota and NUMMI&amp;quot; as an example.&lt;p&gt;Cross Team Dependencies. Again, this is an organizational challenge. Cognitive loads, poor communication structures based on industrial org designs and army-based leadership with control and command. Hierachies etc. Read Fred Brooks and Mel Conway on these for a more specific software approach.&lt;p&gt;Meetings, meetings, meetings. Of course there is a &amp;quot;going around it&amp;quot; solution for this. And it&amp;#x27;s called a manager. No manager should allow any team member to attend meetings if no thourough agenda is available, no actions for attendees, no proposed actions afterwards and someone who controls the meeting. Meetings will then turn into writing instead of verbal.</text></item></parent_chain><comment><author>preommr</author><text>Programmers: Skip the damned meetings!&lt;p&gt;Also programmers: Who and why decided that we should be doing this thing this way?!&lt;p&gt;Or: Why is the other team doing things this way?!</text></comment>
<story><title>Development slowness in big and legacy applications</title><url>https://michaelscodingspot.com/slow-development-in-big-companies/</url></story><parent_chain><item><author>danielovichdk</author><text>A big pile of all things of kinds of things.&lt;p&gt;Big Project Complexities - has nothing to do with software business. It&amp;#x27;s an organization challenge which has been known way before anyone wrote anything remotely complex with software. See planning fallacy, optimism bias, read about how car and structural companies has done it. Look up &amp;quot;GM, Toyota and NUMMI&amp;quot; as an example.&lt;p&gt;Cross Team Dependencies. Again, this is an organizational challenge. Cognitive loads, poor communication structures based on industrial org designs and army-based leadership with control and command. Hierachies etc. Read Fred Brooks and Mel Conway on these for a more specific software approach.&lt;p&gt;Meetings, meetings, meetings. Of course there is a &amp;quot;going around it&amp;quot; solution for this. And it&amp;#x27;s called a manager. No manager should allow any team member to attend meetings if no thourough agenda is available, no actions for attendees, no proposed actions afterwards and someone who controls the meeting. Meetings will then turn into writing instead of verbal.</text></item></parent_chain><comment><author>ponector</author><text>Great! Let&amp;#x27;s schedule a meeting to discuss your thoughts!</text></comment>