Comments on: 12 Steps to Kill a Company http://blog.brodzinski.com/2009/01/12-steps-to-kill-company.html Dealing with software projects in real life Fri, 10 Feb 2012 19:07:34 +0000 hourly 1 http://wordpress.org/?v=3.3 By: Pawel Brodzinski http://blog.brodzinski.com/2009/01/12-steps-to-kill-company.html#comment-2115 Pawel Brodzinski Fri, 06 Mar 2009 10:48:00 +0000 http://blog.brodzinski.com/2009/01/12-steps-to-kill-a-company.html#comment-2115 Actually there is a place which was my role model on the subject, although it's fairly typical when some mess ends up in dead body instead of great perspectives which were on banners of people bringing new order. Actually there is a place which was my role model on the subject, although it’s fairly typical when some mess ends up in dead body instead of great perspectives which were on banners of people bringing new order.

]]> By: Joanna Grzywna http://blog.brodzinski.com/2009/01/12-steps-to-kill-company.html#comment-2114 Joanna Grzywna Fri, 06 Mar 2009 10:43:00 +0000 http://blog.brodzinski.com/2009/01/12-steps-to-kill-a-company.html#comment-2114 Nice summary of thing that really happened recently :) Nice summary of thing that really happened recently :)

]]> By: Pawel Brodzinski http://blog.brodzinski.com/2009/01/12-steps-to-kill-company.html#comment-2113 Pawel Brodzinski Fri, 30 Jan 2009 18:40:00 +0000 http://blog.brodzinski.com/2009/01/12-steps-to-kill-a-company.html#comment-2113 Maybe I'm biased but for me not moving forward means moving back.<br/><br/>If the company works on custom projects only and each of them is different from the rest 1 may be irrelevant. You do what clients tell you to do and so you don't work on products (understood as software implemented repeatedly). That's more about delivering services. Then you don't have to think much about product development. However I find a situation when the firm isn't able to repeat implementations very rare. If you can implement the same piece of software twice or more you'll do it because you maximize your profits this way. And then you have to improve your product. Stopping development will result in losing market chances thus losing money.<br/><br/>Of course in each case we could discuss what done means, but I'm yet to see:<br/>- a software product which can't be improve<br/>- a software product whose users don't want new features<br/>- a software product which is perfect for every potential customer and there's no need to adjust it<br/><br/>At least it is so in markets I worked in. I have no experience in areas you specialize in so the perspective can differ. Maybe I’m biased but for me not moving forward means moving back.

If the company works on custom projects only and each of them is different from the rest 1 may be irrelevant. You do what clients tell you to do and so you don’t work on products (understood as software implemented repeatedly). That’s more about delivering services. Then you don’t have to think much about product development. However I find a situation when the firm isn’t able to repeat implementations very rare. If you can implement the same piece of software twice or more you’ll do it because you maximize your profits this way. And then you have to improve your product. Stopping development will result in losing market chances thus losing money.

Of course in each case we could discuss what done means, but I’m yet to see:
- a software product which can’t be improve
- a software product whose users don’t want new features
- a software product which is perfect for every potential customer and there’s no need to adjust it

At least it is so in markets I worked in. I have no experience in areas you specialize in so the perspective can differ.

]]> By: Glen B. Alleman http://blog.brodzinski.com/2009/01/12-steps-to-kill-company.html#comment-2112 Glen B. Alleman Fri, 30 Jan 2009 18:09:00 +0000 http://blog.brodzinski.com/2009/01/12-steps-to-kill-a-company.html#comment-2112 Pawel,<br/>I can see everything except 1 and maybe 2.<br/><i>If a team is spending budget in a commerical enterprise, they should have notion of how the firm will recoop their investment. What is th eprimary reason for their work?<br/>What does "done" look like for a project? When should the firm stop making it "better?" </i> Pawel,
I can see everything except 1 and maybe 2.
If a team is spending budget in a commerical enterprise, they should have notion of how the firm will recoop their investment. What is th eprimary reason for their work?
What does “done” look like for a project? When should the firm stop making it “better?”

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