SYSTEM DESIGN PROJECT

System Design Project



System Design Project

Happiness lies in being privileged to work hard for long hours in doing whatever you think is worth doing. One man may find happiness in supporting a wife and children. And another may find it in robbing banks. Still another may labor mightily for years in pursuing pure research with no discernible results.

Note the individual and subjective nature of each case. No two are alike and there is no reason to expect them to be. Each man or woman must find for himself or herself that occupation in which hard work and long hours make him or her happy. Contrariwise, if you are looking for shorter hours and longer vacations and early retirement, you are in the wrong job. Perhaps you need to take up bank robbing. Or geeking in a sideshow. Or even politics.

To many grizzled IT veterans, these are rhetorical questions. Everything, in their experience, is a death march project. Why do they happen? Because corporations are insane and, as consultant Richard Sargent commented to me, "Corporate insanity is doing the same thing again and again, and each time expecting different results." And why do we participate in such projects? Because, as consultant Dave Kleist observed in an e-mail note, "Death march projects are rarely billed as such, and it takes a lot of work when being hired from the outside to discover if your hiring company is prone to creating death march projects."

If you think the answers to these questions are obvious, feel free to jump to the next chapter. I'm sometimes think they are obvious, since most people never ask me what I mean by "death march." But if you're one of the people who has no idea what I'm talking about, or wonder if this is a book about military campaigns from World War II, it may be worth the effort to pause for a moment and contemplate what this is all about.

The immediate consequence of these constraints, in most organizations, is to ask the project team to work twice as hard and/or twice as many hours per week as would be expected in a "normal" project. Thus, if the normal work-week is 40 hours, then a death march project team is often found working 14-hour days, six days a week. Naturally, the tension and pressure escalate in such environments, so that the death march team ...