With management like this, it’s amazing that things are getting done at all. Agree? I'm too exhausted.
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When I first saw the software life cycle, I said the objective must be to prevent any change. Changes only occur through corner-cutting or after months of delay.
Based on current procedures, I don’t think the bank’s objective was to have anything meaningful done. It’s a lot of red tape and patting themselves on the back.
I was on some transcontinental, multidisciplinary teams to build computer systems. Every few months the coordinating analyst changed, leading to a void until the new one got up to speed. It seemed all the participants were dearly attached to some aspect of the status quo, and had nearly veto power. Most time was spent on non-technical issues that mostly got in the way.