I just came across a pretty funny, or sad (?) post by Mike. Startups: Fire Your Dev Teams. Yeah, that’s what I thought.
To tell you the truth – he has some very valid points, indeed:
Seriously. The minute you’re successful, plan to rewrite your software from scratch.
That is a very good point. Even though, as the whole post does, even this quote does overshoot the target. There are EXTREMLY good points against rewriting from scratch. Nonono. Don’t. It should read: “Seriously. The minute you’re successful, plan to rewrite your software. FULL STOP”. Not from scratch, use refactoring techniques.
But the next sentence was the killer:
Plan to hire enterprise quality developers.
Now THAT’s a WTF. Hahaha. I laugh, because it is so tragic. “enterprise”-anything is a marketing term. enterprise != quality. I am seriously getting allergic to that word and the misconception it carries along. Buzzword bingo galore! Well, what did I expect on a blog called “agile thinking”. What is particularly funny is that he states “I’ve worked for two startups and consulted at several more.”. All while he is seriously bashing startup developer AND suggesting that he does indeed know better. Now that is tragically funny. Just my kind of humor.
The sad part is that most symptoms he describes are actually management related. Not developer related. No developer enjoys the death march before a presentation. Those death marches are usually managment induced. Lack of requirements, incomplete feature lists, last minute changes, lack of sticking to decisions, …
The requirements for developer don’t change that dramatically going from a startup to a enterprise. What does change dramatically are the requirements for management. Going from 10 developer to 20 is a huge step. Going to 100 is different world. All the while it is true, not all developer that “have been with us all the time” should get promoted. But even that is a management decision. It’s not the developer’s fault. Move them to those team that should open up new business areas. That’s where they belong and where they will most likely be most satisfied. And make a team of (newly hired!) quality asssurance professionals bundled with some (newly hired!) senior architects work on the legacy code base.
- There is a difference in business goals between startups and enterprises.
- When you know you found your market, harden your business by hardening your codebase.
- Not all developers are bound to become lead-anything.
- The title.
- Overuse of the buzz word “enterprise”.
- Blaming the developer for most of these flaws.
- Doing a complete rewrite without the old developers, that’s the evil himself.
- The three tests if you are “enterprise” or not are quite a lot of fun for all the wrong reasons.