>> It's all about stuffing as many features in as quickly as we can...
The problem isn't "engineering" the problem is the culture of product management. (Note: NOT product managers per se).
I ask this basic question, how many Directors, VP's or CPO's do you know who got their job based on "cutting out unused features"? If you can find one, it will end up being the exception that proves the rule. The culture of "add", "new" and "shiny" doesn't reward keeping things lean and effective. T
In the tangible world we look to accountants for this sort of thing (because they tend to have costs). Think cheap Costco hotdogs and free cookies at Double Tree. No one in product, dev and accounting is going to sit down and try to justify loosing some code, features and maybe a few customers to make it faster when you can just "engineer" you way out of it and not have to sell less is more.
Ford does. They look at connected vehicle telemetry to strip out features nobody uses in order to save software maintenance, hardware and third party IP licensing costs.
The problem isn't "engineering" the problem is the culture of product management. (Note: NOT product managers per se).
I ask this basic question, how many Directors, VP's or CPO's do you know who got their job based on "cutting out unused features"? If you can find one, it will end up being the exception that proves the rule. The culture of "add", "new" and "shiny" doesn't reward keeping things lean and effective. T
In the tangible world we look to accountants for this sort of thing (because they tend to have costs). Think cheap Costco hotdogs and free cookies at Double Tree. No one in product, dev and accounting is going to sit down and try to justify loosing some code, features and maybe a few customers to make it faster when you can just "engineer" you way out of it and not have to sell less is more.