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Vasco Duarte's avatar

The last point in the article (how flow enables quick validation of ideas) is perhaps the most important.

When we are wrong (and we often are) about what adds value to a product, the time between idea and feedback is critical and must be reduced to a few minutes if possible.

However, the plan-driven approaches many use for their software deliveries work precisely the other way around: they increase time between idea and feedback.

So, to your article I'd add the following: our goal should always be to reduce time between idea and market/customer feedback.

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Daryl Caver's avatar

I would say the challenge is real. In the Technical Program Manager role interfacing between OPS and Platform ENG, I hear that phrase all the time. It's just software, tell me what you want and I can do it. The next thing we know we've created a complex thing that is no longer just a simple software update. Think of the tools we developed when you worked at TT.

I love the idea to iterate quickly and see is what the customer, OPS in general, but me being the POC for OPS with the Platform ENG team, really wanted. Develop fast, deliver and like you outlined in most cases, probably fail. You are spot on about developing too much to only then find out after the fact the customer isn't using it.

It's a challenge, to pardon the pun, constantly challenge both the customer (OPS in general) and the Platform ENG team.

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