I missed this topic by a few days, but oh well.
First I gotta say that I'm glad steve is doing it..
somebody needs to see if it can really work on an
assembly line scale. But yeah, getting the client
sold on a flexible schedule is not something I've
managed to do yet. Kind of breaks the RFP model,
doesn't it?
--- John Quarto-vonTivadar <[EMAIL PROTECTED]> wrote:
>
>
> > Nat wrote:
> > > The radical concept is that once those steps are
> out of the way, and a
> > > competent, experienced architect has written
> Fusestubs (Fusedocs in an
> > > otherwise empty file) for all the fuses, it will
> only take a day or so
> to
> > > have the actual coding done, by using a
> distributed development
> approach.
> >
> > What I've never understood is how anyone can
> possibly write perfect
> > fusedocs for a large scale application. Isn't that
> tantamount to
> > writing more than a nominal amount of code and
> having it work the
> > first time -- only on a much larger and more
> difficult scale?
>
>
> I agree with Patrick and he hits the nub of the
> point right on. Or at least
> one of the points with respect to a raised eyebrow
> towards the 48-hour
> project goal.
>
> Nat points out, and I think correctly too, that
> after all this other work is
> done, *then* doing the code is something that can be
> done in the 48-hour
> time period. But it really, REALLY begs the
> question: if you've got so much
> of the project done up to that point that the coding
> becomes almost a
> trivial afterthought, then the "impact" of the
> 48-hour turn-around time is
> simply marketing...it sounds great, but the implicit
> assumption is that all
> the "real" work is done. Well, if all the work is
> done, then the last 48
> hours are no different than slapping some paint on
> the walls when building a
> house--who cares if it is 24 or 48 or 72 hours?. And
> if the work is not all
> done, then the paint is useless until it is.
>
> Don't get me wrong, it is certainly a better
> approach than the 48-week
> project :) But that same pyramid where key points of
> work remain on the
> shoulders of the architect have to be addressed, esp
> in terms of multiple
> revisions to the Fusedocs, as Patrick points out.
> (I will say to Patrick, though, that if there are
> problems with teh Fusedocs
> then the problems tend to effect only that fusedoc
> and the several templates
> that may derive input from it or provide input to it
> -- so the types of
> fires the architect is putting out in de-bugging his
> fusedocs may be many
> but are much smaller)
>
> I have these nightmares of clients getting sold on
> the 48 hour idea, and
> then suddenly it's either the architect who's
> getting slammed at the last
> minute due to too-aggressive selling on the sales
> department's part, or the
> client gets pissed off 2 months into the project
> when the architect is still
> doing his stuff and it's being fopped off as 'well
> we only meant 48 hours
> once the archiect is done". Again, it comes down to
> assuming that the sorts
> of things that impress developers are the same
> things that impress clients,
> and they are just vastly different, and it promotes
> talking to other
> technology people at the client's location rather
> than talking to the
> decision-maker himself. By and large technology
> people at the client's
> locale are not the ones signing off on the money;
> the way to capture big
> money accounts and to keep them is in your
> relationship with management from
> the top-down , not from the bottom-up. And
> management from the top-down
> generally dont give a doodle as to whether you can
> get it done in 48 hours.
> (in fact, if you tell them it will take you several
> months, you'll be able
> to still get it done in 48 hours, and still charge
> them for several months
> of work but deliver a month early.)
>
>
>
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