The week ended with exhaustion and a feeling I was in over my head.
Not because I thought myself incapable, but because the demands placed upon me, Pope and BA/PM to get this project out the door were enormous and I’ve barely scratched the surface of the technology in which I need to become an expert.
The schedule was put together by people who are not developers, based, it seems, solely on the date they decided they need to go live rather than a sound estimate of what the minimum list of tasks is and the time it will reasonably take to complete them.
TL’s Fourth Rule of Development: Time, Cost, Quality. The business owner of the project gets to dictate two at most. Trying to dictate all three will set the stage for failure.
It’s an old rule which I’m sure anyone reading this has previously heard, but it bears repeating because business owners keep breaking the rule, in organization after organization, project after project. Sometimes the same business owner does this repeatedly, wondering why his projects keep crashing and burning.
But that’s the paradigm I find myself facing. There is a set of minimum marketable requirements, a schedule to get them done, and a specified number of resources to accomplish the task.
I knew there would be difficulty in changing the development culture of this company, but I didn’t know the immediate task would be so urgent and with such a broken structure. And I know I can’t begin the process of changing the company’s culture until this immediate task is complete. And my chances of changing the development culture hinge on how well I complete the task.
The good, however, is that both Pope and BA/PM are right there with me, they see exactly the same problems I do, and thus we have a united front in dealing with this challenge, and managing the business leadership when deadlines inevitably slip.
The fact that Pope is part of senior leadership is one reason why we’ve got a chance to make this plan work. Without him, I’d think we were tilting at windmills, at best.