Sunday, August 18, 2019

Everything I know about the IT business is from Godzilla Against Mechagodzilla


Which movie is this? There’s a few, so it’s important to disambiguate! https://en.wikipedia.org/wiki/Godzilla_Against_Mechagodzilla



Not to be confused with https://en.wikipedia.org/wiki/Godzilla_vs._Mechagodzilla (which I can only recommend to the fevered or otherwise hallucinating) or even https://en.wikipedia.org/wiki/Godzilla_vs._Mechagodzilla_II (pretty fun, but not a sufficient scaffold for understanding one’s career). To be fair, https://en.wikipedia.org/wiki/Pacific_Rim_(film) would probably also work for this exercise. Let’s get started!

When problems become apparent enough to need resolution, they’re often all-consuming.



Your old plans for resolution are for your old problems, and might not work any more.



Someone or something is going to take a fall. New attempts to fix this culture are laudable and I hope they succeed.



A new solution is much more likely than fixes to the old solution.



People struggle to put rationality ahead of emotions. This fellow blames people instead of technology for past failures.



New solution projects always have surprises and grow to cost more than anyone expects.



They also still go into the field untested against outside context problems...



... and bad things can happen when testing in production.



Metrics data is fine, but user interfaces should always put the bottom line up front.



Give an analyst an alert, and they’ll want all the data.



Someone always ends up taking one for the team.



Stated differently, if everyone only performs to the stated requirements then the project won’t be successful.



Inelegant solutions need a lot of power.



Partial success is better than complete failure.



Analysts will grow fond of their tools, even if the ultimate outcome was only partially successful.



Tweetise here: https://twitter.com/puercomal/status/1163117265543294976?s=21