I think about this a lot because it’s true of any complex system or argument, not just software.
> The first method is far more difficult. It demands the same skill, devotion, insight, and even inspiration as the discovery of the simple physical laws which underlie the complex phenomena of nature. It also requires a willingness to accept objectives which are limited by physical, logical, and technological constraints, and to accept a compromise when conflicting objectives cannot be met. No committee will ever do this until it is too late.
(All from his Turing Award lecture, "The Emperor's Old Clothes": https://www.labouseur.com/projects/codeReckon/papers/The-Emp...)
This explain quite a lot actually!
"Each of my managers explained carefully his own theory of what had gone wrong and all the theories were different. At last, there breezed into my office the most senior manager of all, a general manager of our parent company, Andrew St. Johnston. I was surprised that he had even heard of me.
"You know what went wrong?" he shouted--he always shouted -- "You let your programmers do things which you yourself do not understand." I stared in astonishment. "
The software I like best was not written by "teams"
I prefer small programs written by individuals that generally violate memes like "software is never finished" and "all software has bugs"
(End user perspective, not a developer)
I was brought in to finish building the interchange format. The previous guy was not up to snuff. The architect I worked for was (with love) a sarcastic bastard who eventually abdicated about 2 rings of the circus to me. He basically took some of the high level meetings and tapped in when one of us thought I might strangle someone.
Their initial impression was that I was a prize to be fought over like a child in a divorce. But the guy who gives you your data has you by the balls, if he is smart enough to realize it, so it went my way nine times out of ten. It was a lot of work threading that needle, (I’ve never changed the semantics of a library so hard without changing the syntax), but it worked out for everyone. By the time we were done the way things worked vs the way they each wanted it to work was on the order of twenty lines of code on their end, which I essentially spoonfed them so they didn’t have a lot of standing to complain. And our three teams always delivered within 15% of estimates, which was about half of anyone else’s error bar so we lowly accreted responsibilities.
I ended up as principal on that project (during a hiring/promotional freeze on that title. I felt bad for leaving within a year because someone pulled strings for that, but I stayed until I was sure the house wouldn’t burn down after I left, and I didn’t have to do that). I must have said, “compromise means nobody gets their way.” About twenty times in or between meetings.
A committee forms when there's widespread disagreement on goals or priorities - representing stakeholders who can't agree. The cost is slower decisions and compromise solutions. The benefit is avoiding tyranny of a single vision that ignores real needs.
Tony might be my favorite computer scientist.
I've been thinking about it a lot, and now, in turn, the memory of Mr. Hoare.
https://www.npr.org/sections/13.7/2014/02/03/270680304/this-...
The book is well worth reading.
(Systemantics is available for borrowing, Systems Bible is not yet, a copy has been sent for digitizing)
One of the Rhino's Party policies stands out - are you sure Trump wasn't born a Cannuck and was stolen at birth by racoons and smuggled down south?
"Annexing the United States, which would take its place as the third territory in Canada's backyard (after the Yukon and the Northwest Territories—Nunavut did not yet exist), in order to eliminate foreign control of Canada's natural resources"