> unless physical boundaries stop you from failing
It is also possible to just police it. Supervise it. This is partly anathema now with agile etc. But the iPhone is what it is because there were a few dictators at the top saying "no". This is actually more effective than a physical boundary because:
1) People will hack around the physical boundary anyway.
2) It forces a conversation between the supervisor and the developer every time the supervisor raises an issue. At this point the developer may get a chance to learn something about the reasons for higher level structure. But more importantly the supervisor might learn something about what is wrong with the higher level structure.
> It is also possible to just police it. Supervise it. This is partly anathema now with agile etc. But the iPhone is what it is because there were a few dictators at the top saying "no".
But then your project design is now dependent on org hierarchy, and getting the right kind of "people". This isn't guaranteed or easy to do, so I would not consider it a serious situation.
It is also possible to just police it. Supervise it. This is partly anathema now with agile etc. But the iPhone is what it is because there were a few dictators at the top saying "no". This is actually more effective than a physical boundary because:
1) People will hack around the physical boundary anyway.
2) It forces a conversation between the supervisor and the developer every time the supervisor raises an issue. At this point the developer may get a chance to learn something about the reasons for higher level structure. But more importantly the supervisor might learn something about what is wrong with the higher level structure.