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emacsway-log: Software Design, Clean Architecture, DDD, Microservice Architecture, Distributed Systems, XP, Agile, etc.@emacsway_log P.1221
EMACSWAY_LOG Telegram 1221
emacsway-log: Software Design, Clean Architecture, DDD, Microservice Architecture, Distributed Systems, XP, Agile, etc.
И еще одна выдержка из той же книги: 💬 Один военный врач дал мне совет, который полностью преобразил мою жизнь. После тщательного осмотра он пришел к выводу, что в основе моих заболеваний было расстройство психики. «Тед, - сказал он, - я хочу, чтобы ты смотрел…
А вот что говорит по этому поводу Kent Beck:

💬 When Kent was about ten, he went fly-fishing for the first time in the Idaho panhandle. After a fruitless, sweaty day in pursuit of brook trout, he and his friends headed for home. After half an hour of stumbling through dense trees, they realized they were lost. Kent started to panic — fast breathing, tunnel vision, chills. Then someone suggested a plan — they would walk uphill until they hit a logging road they knew was up there. Instantly, the panic disappeared.

Kent was struck at the time by the importance of having a plan. Without the plan, he was going to do something stupid, or just go catatonic. With the plan he was calm again.

Plans in software development work the same way. If you know you have a tight deadline, but you make a plan and the plan says you can make the deadline, then you'll start on your first task with a sense of urgency but still working as well as possible. After all, you have enough time. This is exactly the behavior that is most likely to cause the plan to come true. Panic leads to fatigue, defects, and communication breakdowns.

But we've also seen plans lead to trouble. They can be a huge time sink, dragging days out of people who'd rather be doing something productive. Plans can be used as a stick to beat people with, and worst of all, they can conceal trouble until it's too late to deal with it.

-- "Planning Extreme Programming" by Kent Beck, Martin Fowler

ЛПР, не имеющий уверенности в том, что он имеет достаточно ресурсов для выполнения требуемого объема работ до наступления контрольного срока, имеет склонность действовать эмоционально, а не рационально. Поэтому я и сказал, что любые рациональные доводы в таком состоянии имеют небольшие шансы быть услышанными. Хотите быть услышанным - дайте ЛПР уверенность в том, что его беспокоит, и продемонстрируйте это на примера плана. Ну или на примера плана докажите невозможность осуществления задумки. Если она невозможна, то и беспокоиться о ней тем более глупо. Человека изматывает неопределенность.

См. также https://www.tgoop.com/emacsway_log/771
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А вот что говорит по этому поводу Kent Beck:

💬 When Kent was about ten, he went fly-fishing for the first time in the Idaho panhandle. After a fruitless, sweaty day in pursuit of brook trout, he and his friends headed for home. After half an hour of stumbling through dense trees, they realized they were lost. Kent started to panic — fast breathing, tunnel vision, chills. Then someone suggested a plan — they would walk uphill until they hit a logging road they knew was up there. Instantly, the panic disappeared.

Kent was struck at the time by the importance of having a plan. Without the plan, he was going to do something stupid, or just go catatonic. With the plan he was calm again.

Plans in software development work the same way. If you know you have a tight deadline, but you make a plan and the plan says you can make the deadline, then you'll start on your first task with a sense of urgency but still working as well as possible. After all, you have enough time. This is exactly the behavior that is most likely to cause the plan to come true. Panic leads to fatigue, defects, and communication breakdowns.

But we've also seen plans lead to trouble. They can be a huge time sink, dragging days out of people who'd rather be doing something productive. Plans can be used as a stick to beat people with, and worst of all, they can conceal trouble until it's too late to deal with it.

-- "Planning Extreme Programming" by Kent Beck, Martin Fowler

ЛПР, не имеющий уверенности в том, что он имеет достаточно ресурсов для выполнения требуемого объема работ до наступления контрольного срока, имеет склонность действовать эмоционально, а не рационально. Поэтому я и сказал, что любые рациональные доводы в таком состоянии имеют небольшие шансы быть услышанными. Хотите быть услышанным - дайте ЛПР уверенность в том, что его беспокоит, и продемонстрируйте это на примера плана. Ну или на примера плана докажите невозможность осуществления задумки. Если она невозможна, то и беспокоиться о ней тем более глупо. Человека изматывает неопределенность.

См. также https://www.tgoop.com/emacsway_log/771

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