When we talk about the difficulty of planning for software products, we tend to look at it as a technical problem. It's hard to make predictions. It's hard to navigate the potential outcomes of future events. We look at how estimates rot and how future complexity hinders predictability.
I think sometimes you can also be in a Situation where the ambition is beyond the skill of the team and so, you find yourself in this rolling wave planning all the time. The estimates are out, the scope is evolving and stakeholders frustrated.
Absolutely! But that's also a human-based error: hubris.
Ambition isn't a force of nature. It's a choice made by people.
I often see startups with one or two devs that have the ambition of an industry giant. While dreaming is commendable, it makes for bad plans. If your team is constantly behind schedule, your schedule is only slideware. Doing the most with the team's capacity and foregoing the rest is the superpower startups need.
I think sometimes you can also be in a Situation where the ambition is beyond the skill of the team and so, you find yourself in this rolling wave planning all the time. The estimates are out, the scope is evolving and stakeholders frustrated.
Absolutely! But that's also a human-based error: hubris.
Ambition isn't a force of nature. It's a choice made by people.
I often see startups with one or two devs that have the ambition of an industry giant. While dreaming is commendable, it makes for bad plans. If your team is constantly behind schedule, your schedule is only slideware. Doing the most with the team's capacity and foregoing the rest is the superpower startups need.