alt Hacker NewsThanks. It was hard won. I spent maybe a decade naively thinking that if we just made software methods that worked in service of stated business goals and values, they'd get adopted and we'd all live happily ever after.
It took me a long time to come to grips with the POSIWID [1] version of the purpose of planning and estimates. One of the things that really blew my mind is Mary Poppendieck's story about how they built the Empire State Building on time and under budget even though they didn't have it fully designed when they started. [2] Different, more effective approaches are not only possible, they exist. But they can no longer win out, and I think it's because of the rise of managerialism, the current dominant ideology and culture of big business. [3]
[1] https://en.wikipedia.org/wiki/The_purpose_of_a_system_is_wha...
[2] Talk: https://www.infoq.com/presentations/tyranny-of-plan/ And transcript: https://web.archive.org/web/20140311004931/https://chrisgagn...
[3] See, e.g., https://www.amazon.com/Confronting-Managerialism-Business-Ec...
Thanks for the links. To the limit of my influence I try to protect my team from distractions, be fluid about methodology (constant agile churn can be depressing), limit the toxicity of pull requests, and to spend as much time with them as I can. A happy team is a productive team. Oh and I try not to work with leaders who obsess over Gantt charts. To me estimates are more about trust and respect rather than metrics and velocity. It has to be the right kind of company though.