Antimatroid, The

thoughts on computer science, electronics, mathematics

Thoughts on delivering software

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A lot can happen in four years. We get used to its passing as a milestone marking a transition from one stage of life to another. I was thinking about the last four some odd years since I’d graduated from college and came to realize that while I’ve learned a lot since then, I still have a ways to go. One recurring question I have floating around my head all this time is how to deliver a complete product. At the end of college I had the theoretical side of the story, but I only had limited exposure doing internships and consulting.

My first job after college was working for a small company focusing on healthcare. Our development group was just a couple months old and I was the second developer brought on board. We started out as a group of cowboys doing what was necessary to retain customers and bring on new ones. Despite the chaos, lack of requirements and ever shifting priorities, we managed to make the company successful and a leader in its industry. During that time, I feel that I have learned a lot about how to deliver software in the face of uncertainty.

More importantly, I’ve learned how be more than just a developer and grow into someone trusted to autonomously improve the business with my vision and execution. I’m going to cover a few choice topics that I feel have had the biggest impact on how I deliver software. Things that I feel answer that burning question of how to deliver a complete product. This isn’t intended to be comprehensive, but it should give someone where I was four years ago a little insight into how to get a quality product out the door even when it feels like it’ll never happen.


When you are sitting in front of a computer, it’s easy to get excited and starting writing whatever happens to pop into mind and race its way down your fingers. Few things are more satisfying as a developer than falling into flow and building something to completion- going through the motions of refactoring, testing and becoming convinced that you’ve written something solid. You eagerly present your product to the stakeholders. They look back at you and say, “this isn’t at all what we asked for”.

It is easy to make this mistake. Not taking the time to fully understand the stakeholder’s needs and more importantly, making sure they do too. After all, the biggest reason why software fails to meet expectations is because expectations weren’t established and requirements weren’t well defined. The source of these failures lies in failures in communication. It should seem obvious, but any software endeavor that involves more than one person relies on thorough communication to execute a shared goal- to bring a solution to market in a timely manner.

To make sure that you avoid this pitfall, take the time to work with your stakeholders. An hour of talking and planning can prevent you from wasting a day of misdirected development time. Focus on the domain problem and its solution. How the solution is implemented, is largely irrelevant compared to its completeness of requirements. To ensure that you and your stakeholder have the same view of the product, produce a dossier similar to a user’s guide that outlines how the solution behaves. Once defined, produce a quick prototype and present it to the stakeholder. Upon their approval, implement the product.


Now, simplicity doesn’t imply mediocre no more than complexity implies extraordinary. As Antoine de Saint-Exupéry said in Wind, Sand and Stars, “Il semble que la perfection soit atteinte non quand il n’y a plus rien à ajouter, mais quand il n’y a plus rien à retrancher“. Simplicity is simply the path to perfection and removing that which is unnecessary. Much of what can be said about delivering software can be said about managing complexity. Markets change and so too do the demands on products. As a consequence, so too do the demands on code. How much that code has to change depends largely on how well it was written.

Complexity encroaches on software in one of two ways. A product that grows organically without any direction and second through poor coding practices and design. This lack of direction comes from stakeholders committing to one-off functionality without thinking how it contributes to a uniform product. In the second example, an unorthodox solution results in a product that can never be changed and a bad set of abstractions make it difficult to change anything.

What can be done to avoid complexity and enable simplicity? Focus on established principles of the field. Design components that are modular, capable only of doing one thing and doing it well. Interfaces between systems should be flexible in what they accept and resistant to change. Code should assert its assumptions and not be ad hoc in its solutions. Above all, code should be written with meaningful abstractions that represent the problem and take into consideration how that problem can mutate or be extended to other problems. Doing this intelligently, results in maintainable, reliable and predictable code -but more importantly- code that ships.


Being a software professional requires a certain degree of introspection. Solving problems requires us to build complex models in our minds and walk around them to discover insights that lead to solutions. The ability to maintain these mental models is an important factor to our ability to deliver a product. Despite the amount of time spent in one’s mind, there is often a failure to think about how one carries out his or her job. Lucid requirements, minimal designs and all the theory in the world are useless if you don’t know how to keep up with the demands placed upon you.

What happens when you fail to keep up? You might think to spend an extra hour a day trying to catch up. This works for a bit, but not for long. You end up giving something up for that extra hour and usually it means sacrificing sleep, relationships, interests or your health. Doing this for prolonged periods leads to falling further and further behind until deadlines are racing past you, pounds piling up on your body and work invading every aspect of your life. Ultimately, it all leads to burnout.

To keep up with demands, and to get that product out the door, it is important to know yourself and set limitations. Figure out if you are most effective in the morning or night. Understand if you like switching between projects or like focusing on one project at a time. At the end of each day, write down what you’ve accomplished and what you hope to accomplish the next day. A list makes it easy for you to see that things are getting done and what you need to be working on. If you find yourself behind due to reasons beyond your control, negotiate with the stakeholders to extend the timeline. Nothing is ever set in stone.


I doubt there is an all encompassing answer to how to deliver a complete product. Each year I have a different take on the question and no doubt I will continue to in the years to come. I am certain however, that building a product takes more than just a few clever software professionals, it takes a broad set of skills and abilities from people of different backgrounds. Sales, management, marketing, accounting, information technology and many other disciplines contribute to the delivery of a complete product. Building a product with these groups in mind makes it easier to deliver a complete product but also one that is successful.

Do each of these groups have the tools they need to provide a quality service to customers? Is there a well defined process for supporting the product and escalating issues to development? Does sales and marketing have access to usage data to know what customers are doing with the product? Does accounting and payroll have the information they need to send out bills and payments for services rendered? A product can really only be called complete if there is a set of processes, services and tools supporting it.

Take the time to really learn your company and industry. It’s easy enough to just be someone who spends all day writing code, but its just as easy to spend time learning what the business is really all about and what problems it aims to solve in its industry. Spend the time to learn what other groups in the company are up to and how their efforts are contributing to the success of your product. The technical mind is a great platform for spotting opportunities that can result in better products and ultimately a better company. When you have the big picture, there really isn’t anything holding you back from delivering a complete product.


Written by lewellen

2012-01-01 at 8:00 am

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