Gerald M. Weinberg: “How Software Is Built”

Patrick Bucher


This is a rough summary of “How Software Is Built”, Volume 1/6 of the “Quality Software Management” by Gerald M. Weinberg. Remarks that are not found in the book are written within [square brackets].


Computers evolve, and in order to not lag farther and farther behind, there are three fundamental abilities needed: First, one needs to be able to observe, and to understand the significance of the observed. Second, one needs to act congruently, especially in difficoult interpersonal situation. And third, one needs to be able to understand complex situations, to make plans, and to modify those plans if needed. The third point is the subject of this book

What Is Quality? Why Is It Important?

Adequate quality to one person may be inadequate quality to another:

Quality is meeting some person’s requirements. Every statement about quality is a statement about some person(s). Who is the person behind that statement about quality.

There are different ideas about software quality, held by different groups. Users want zero defects. Some users and marketers like to have a lot of features. Developers strive for elegant code. Users and sales value high performance. Customers and managers like low development costs. Users and marketers prefer rapid over slow development. And different kinds of users have different ideas about user-friendliness.

More quality for one person may mean less quality for another. Whose opinion of quality is to count when making decisions? Quality is value to some person.

Decisions are often hidden from the conscious minds of the person who makes them. A quality manager must bring those decisions into consciousness. Internal software organizations have little competition and therefore tend to stagnate.

Improving quality is difficult, there is an up- or downward spiral, where each stage reinforces the next: First, there is a motivation to measure the cost of quality. Second, one strives to understand the value of quality. Third, motivation builds up to achieve quality. And, fourth, and understanding of how to achieve quality is developed. This circle continues with the first point.

A lock-on effect, e.g. caused by the choice of a programming language, causes the cost of change to increase, but the motivation and knowledge to change to decrease over time. A lock-on effect for a programming language entails software tools, hardware systems [though less common nowadays], people trained and hired, specialized consultants, a user community, managers that grew up with that particular language, books and trainings, and sometimes an entire philosophy of software engineering and user interface design.

People will always choose the familiar over the cofortable.

No two software organizations are 1) exactly alike or 2) entirely different.

There is some common software culture; its properties can be found in the entire world. Some characteristics cluster together as patterns. Organizations lock in on one of those patterns due to conservatism manifested in:

  1. satisfaction with current quality level
  2. fear of losing that level when improvements fail
  3. no understanding for other cultures
  4. invisibility of their own culture

However, improving quality requires cultural change. Resistance can be overcome by preserving the good that is already there.

Software Subcultures

The critical factor to software quality is the people involved: their motivations and reactions.

The “manufacturing” part in software is its duplication; a rather trivial task. Ideas such as “Zero Defects” are only sensibly applied to the duplication part of software. The parallel development of requirements software is the critical part of software quality.

Most software development takes place in a “dirty” environment, where the requirements cannot be assumed correct. An “economics of quality” (tradeoffs in terms of correctnes) only exist if there’s a correct set of requirements.

The requirements process can destroy value, e.g. if it is figured out that the wrong thing was built. Defective software, however, can also provide a lot of value.

If the customers of a software organization are satisfied, there’s no point in changing the way that organization works. Mild dissatisfaction is better tackled using small, gradual improvements rather than cultural change. However, trying to improve your way out of the wrong pattern using small steps is like creating a more detailed map of the wrong trip.

Quality is the ability to consistently get what people need. That means producing what people will value and not producing what people won’t value.

Quality patterns should not be denoted in terms of “maturity”, but in a more neutral way. Any pattern can produce satisfying results. Maturity only works in one way, but organizations can go back to a different pattern, too. Different cultural patterns may be more or less fitting to an organization and its quality needs.

Things are the way they are because they got that way.

One can learn about processes by observing the products created by them.

Organizations can be classified by their degree of congruence between what is said and what is done in different parts of the organization. Those patterns are:

Pattern 1 can look like pattern 3 from the outside: if there’s no effective management in place, management can’t even cause much harm.

As long as everything goes well, pattern 2 can be mistaken for pattern 3. When things get in trouble, the differences become obvious.

In practice, patterns 4 and 5 hardly exist.

What Is Needed To Change Patterns?

The prevailing pattern is best detected by the way people think and communicate:

In order to improve the quality of the organization, the quality of thinking needs to be improved first.

Every pattern has its models (implicit or explicit) that guide the organizations’s thinking.

Sometimes there is not enough incentive to change patterns, so it makes sense to remain with the old, sufficient one. However, this is only a concious decision if the information about incentives and about other patterns is known.

A pattern change might cause more (temporary) costs in some department (development) in order to save costs in another department (service). Such change is only possible if the organization supports this change on a higher level.

The higher the demands posed by customers and the problems itself, the higher a pattern is needed. There is also a tradeoff: lower demands by the customer combined with higher demands of the problem itself could be satisfied with the same pattern.

An organization can remain in a pattern for a long time if:

Under those circumstances, an organization can even stagnate.

Resistance to change often stems from certain thinking patterns:

Those closed circuits can be opened by asking if your rate of success is high enough. Over time, evidence to the contrary might accumulate. Unfortunately, patterns 0, 1, and 2, which need change the most, often don’t keep records of their failures and their cost.

Cultural patterns can be broken by starting the information flowing:

Patterns 0, 1, and 2 are based on a lack of trust:

Higher patterns are not “more mature”, but “more open”:

Creating trustworty sub-systems reduces the amount of communication needed (“checking up”) and is needed to open up. Trust reduces the need for data; increasing data flows might indicate trouble. If in trouble, there’s no time to learn better ways how to develop software (vicious cycle). Past successes create inertia; a past strenght become a weakness:

Any culture must accomplish these tasks:

  1. present: keep performing today; don’t slip backwards
  2. past: maintain the foundation from yesterday; don’t forget what you know
  3. future: build the next pattern to guide the change process

To move to a higher pattern, the following things have to be learned:

Lockons are strong forces that prevent change (e.g. driving on one particular side of the road in England vs. Germany).

Control Patterns for Management

Organizations can remain at pattern 1 or 2, because their problems do not require them to be elsewhere. However, higher demands require different patterns, otherwise they experience the grief cycle:

  1. denial: control the pain by controlling the information (don’t notice)
  2. blaming others
  3. tradeoffs
  4. realizing that changes are needed

Quality standards and productivity are moving targets: demands are getting higher all the time. When shooting at moving targets, instruction only helps if it is general enough (shooting at moving targets in general, not at a specific moving target in particular).

Moving targets are most likely being hit by firing many bullets (aggregation). In a big market, many solution bullets are fired at single problems. Within an organization, developing multiple programs to tackle very critical problems can be useful, for the redundancy provides means for comparison.

Pattern 2 organizations often unknowingly perform serial aggregation. A failed project is tried again later.

Pattern 1 organization often produce a lot of redundant tooling, because programmers are not aware of colleagues facing the same issues.

In pattern 2, measures to “improve efficiency” often work against aggregation by the means of centralization.

Evaluating different alternatives before bying a software is also aggregation. This process is often seen in pattern 3.

Aggregating is like shooting with a shotgun; feedback control is like shooting with a rifle. Cybernetics is the “science of aiming“. In pattern 1, a cybernetic model starts with the idea of a system to be controlled:

The system’s behaviour is governed by the formula:

Behaviour depends on both state and input.

Thus, the control also depends on what’s going on internally (state).

The model of pattern 1 organizations says:

a. tell us what you want (don’t change your mind) b. give us some resources (whenever we ask) c. don’t bother us (eliminate randomness)

For pattern 0, there’s no point a.

In pattern 2, aggregation is done by adding more resources to the system, which is tightly controlled. The internal state of the development systemd won’t be affected by the controller’s efforts, only the inputs:

In pattern 3, the controller can measure performance. Inputs and state must be connected for feedback control by comparing the desired state to the actual state.

Pattern 2 erroneously equate “controller” with “manager“. The first law of bad management:

When something isn’t working, do more of it.

Managers are controllers, but so is everybody involved in the project.

In pattern 3, management is mostly feedback control:

When pattern 2 organizations try to move to pattern 3, they start to make observations, but don’t know which ones are useful (false focus on quantity; no means of measuring quality).

Measuring data (e.g. by doing reviews) doesn’t help unless the controller propertly acts upon the findings.

Without information, nothing can be controlled for very long. A process must be stable and yield visual evidence of progress, which is rarely the case in pattern 2.

Quality software development not only needs “computer science” or “cybernetics“, byt also an engineering discipline:

the application of scientific principles to practical ends as the design, construction, and operation of efficient and economical structures, equipment, and systems.

Making Explicit Management Models

A controller must not only have accurate and timely observations, but also understand those observations (“system models“). One must know: 1) what is important to observe, and 2) what is the right response to an observation.

I pattern 1 and 2, those system models are implicit, e.g. “more pressure = faster work” or “bugs occur at random“, and therefore hard to discuss, test and improve; the organization is stuck in its current pattern, and therefore hard to discuss, test and improve; the organization is stuck in its current pattern.

A lack of calendar time is not necessarily the cause for a project to fail, but the reason why other failures are being detected. Fred Brooks rephrased:

Lack of calendar time has forced more failing software projects to face the reality of their failure than all other reasons combined.


Lack of calendar time has forced more failing software projects to face the incorrectness of their models than all other reasons combined.

Brooks’ failure dynamics (and faulty system model):

More software projects have gone awry for lack of quality, which is part of many destructive dynamics, than for all other causes combined.

More software projects have gone awry from management taking action based on incorrect systemd models than for all other causes combined.

The problem is not only one particular dynamic, but misunderstanding the model behind the dynamic.

Software managers often choose a linear model when non-linear forces are at work. They try to use patterns that worked for small systems also for big systems, which have different dynamics (scaling fallacy). This is common for pattern 2 managers and usually leads them into software crises.

Two programmers performing one unit of work won’t simply produce two units when working together, for their interaction produces non-linearities:

1 + 1 = 2 + stimulation gain - interference loss

Adding people to a late project increses the total work to be done:

Scaling Fallacy: “Large systems are like small systems, just bigger.” (Wrong!)

Written and spoken language is linear, therefore we often fall for linear models. Two-dimensional diagrams of effects are a better fit for non-linear interdependencies:

The purpose of these models is not rigorous numerical analysis, but stimulating thinking. The important part is not the resulting diagram, but the process of diagramming.

As long as the numbers are small, linear effects can be assumed, because small deltas also produce small effects. As soon as non-linear effects are measured—and an exponential relationship is detected—the system might already be in deep trouble.

Feedback Effects

Some actions can’t be reversed, not even with help from higher management.

The Humpty Dumpty Syndrome:

  1. manager becomes aware of a big risk
  2. manager talks about the risk with higher management
  3. higher management sees the risk as unlikely, doesn’t react immediately, but promises lots of resources in case of emergency
  4. manager convinces himself that everything is fine
  5. the problem gets worse in a non-linear way; management throws resources at the problem, the problem gets worse anyway, and the manager is used as a scapegoat

The manager is not courteously stubborn but skilled at not facing reality (Brooks).

Previous actions can’t always be revoked. Two Fallacies:

  1. Reversible Fallacy: “What is done can always be undone.”
    • firing half the staff
    • hire them back the next day
  2. Causation Fallacy: “Every effect has a cause—and we can tell which is which.”
    • causality is not a one-way street
    • feedback cycles reinforce themselves

Feedback cycles are self-reinforcing, making it hard to distinguish cause from effect:

  1. more bugs -> more fixes -> even more bugs
  2. too little time to test -> more bugs -> more bugfixing -> even less time to test
  3. low quality -> more frustration -> less motivation -> even worse quality

In a feedback cycle, cause and effect can look the same.

Systems with positive feedback loops either explode or collapse, depending on the naming of the variable (measuring “quality” vs. “defects“; quality collapses, defects explode).

Explosion and collapse change a system until the current model of the system no longer applies. (Too many bugs: system is abandoned or bugs aren’t tracked any longer.)

Managers are often too optimistic that everything goes well or things will get better by themselves. Pattern 2 managers don’t know how to reason or communicate about problems, slip into Humpty Dumpty Syndrome, and delay action even further. Becoming aware that the problem got too big, they apply corrections that are too big, starting an evern worse feedback cycle. (Adding more people to the project; forcing them to work overtime; cutting technical reviews to save time, etc.)

Non-linearities are introduced in at least three different ways:

  1. feeding back changes that contribute to the workload
    • more testing
    • more bugfixing
  2. feeding back changes that diminish the workforce
    • more meetings
    • more training of workforce added
  3. waiting too long, so that only big changes can have an effect, which creates other non-linear effects
    • switching technology
    • re-organizing the team
    • firing/hiring people

A system with positive feedback loop can only be stabilized by introducing an adverse negative feedback loop. Management action that doesn’t introduce this correcting loop is cosmetic and only will delay the disaster, e.g. overtime work for testing and fixing bugs. (Overtime work will in fact create more positive feedback loops contributing to the problem.) Proper solutions must introduce a negative feedback loop, such as properly conducting technical reviews, which will both diminish the number of bugs and the time spent fixing bugs.

A controller can only be effective when he’s connected by two feedback loops to the system, and if at least one of those loops is negative.

In pattern 3, the controller is connected to the system by two feedback loops:

  1. through resources
  2. through requirements

Action is only effective when taken early. To act small, one needs to sharpen his the powers of observation.

A negative feedback loop is not desirable, because stability is not always desirable (e.g. when changing the pattern of an organization). Here, positive feedback loops have to be established.

Steering Software

In pattern 2, a plan is the sum of its steps:

It’s possible to make a project plan and follow it exactly.

In pattern 3, a plan gives orientation on where a projects stands:

Plans are rough guides. We need steering to stay on course.

In order to steer a project, not only meaningful measurements based on accurate effect models are needed, but also models on how interventions will affect the system under control. (If plans always could be followed strictly, interventions would be futile.)

Unlike pattern 1, pattern 2 works with plans, often wrapped into methologies (i.e. the Waterfall Model), which describe an ideal series of steps.

In classic Waterfall, there’s no going back:

  1. Requirements
  2. Analysis
  3. Design
  4. Coding
  5. Testing
  6. Operations

Modified Waterfall models have the notion of returning to an earlier stage (rather GOTOs than proper iterations):

This unplanned re-considerations make estimation harder, which can cause schedule overruns.

Sequential methods are like turn-by-turn directions that don’t consider real-time circumstances (traffic jams, road works) or mistakes (taking the wrong turn, taking it too late). Sequential methods are based on an ideal set of instructions. It is also assumed, that mistakes can be corrected without intervention.

Small mistakes can be corrected by individuals. However, bigger projects hold more potential for bigger mistakes that cannot be corrected without interventions.

When sticking to a sequential plans, small detours are never tried; the territory around the chosen route is never explored. However, there might be better ways.

Organizations tend to rely on past experience of successful projects. As new tools and methods are introduced, the relevance of past experiences and the intuitive understanding of feedback effects can be undermined.

A more iterative Waterfall only has some specific places for feedback at the end of a phase. However, waiting for such a phase to end (“design“, “coding“) bears risks:

This methodology can be summarized as “doing it completely right or doing it over“. There’s no notion of small deviations and according corrections.

Instead of one global process (Waterfall), a project can be split up in smaller task cells that provide their own feedback loop (e.g. a User Story).

Good intervention models will help us to understand what we can’t control, but a faulty model may lead us to overlook a number of effective interventions.

In Waterfall, it is assumed that every phase brings the project closer to the desired state. However, in any phase there might happen things that bring the project in a worse state:

Such model don’t account for “soft” factors, such as employees getting frustrated or sick.

Errors introduced in the coding phase could originate in any of the (earlier) phases (wrong requirements, erroneous analysis, bad design, bad coding). However, they don’t manifest themselves before testing. Likewise, frustration and tension might rise during the whole project, but the conflicts might only erupt towards the (planned) end of the project.

Methodologies are often only product focused and don’t account for other outputs (“soft” factors).

Pattern 2 managers often would rather hide in their offices and work with plans rather than with human beings. The role of human action in project management is often denied. However, human decision points are the places where a crisis can be prevented.

More software projects have gone awry because their managers didn’t know how to respond to lack of calender time than for all other causes combined.

Loops that concern management contain decisions by people:

Whenever there’s a human decision point in the system, it’s not the event that determines the next event, but someone’s reaction to that event.

There are two types of laws concerning software engineering management:

  1. “natural” laws (accept them)
  2. “human decision laws” (learn to control them)

People often mistake human decision laws for natural laws:

Pay attention to words that suggest a logical succession of events, such as “had to“, “because“, “therefore“, and ask for the reasoning behind it. Record instances of human reasoning disguised as laws of nature.

Failing to Steer

In pattern 2, managers only plan what should happen. In pattern 3, they should also: observe, compare the observed to the planned, and take actions to move the observed closer to the planned.

There are three dynamics standing in their way:

  1. Victim Mentality
    • When bad things happen, managers fail to see their points of action. However, what counts are not only those events, but also (and foremost) the reactions to those events. “Victim language” can be reframed as “Controller language“.
    • Brooks’ Law (adding people to a late projects makes it later) can be mitigated: As long as the added staff doesn’t interfere with the existing staff’s process, they still can add value (checking and improving documentation, reviewing code, creating test cases, do chores for others in the project group).
  2. Suppressing “Negative Talk”
    • If employees are punished for negative reports, they’re incentivized to produce rosy looking fake reports:
      • quick and dirty fixes to problems so that they don’t have to be reported
      • classify problems with lowered severity
      • grouping multiple problems together so that it looks like there are fewer problems
      • blaming users and the environment
      • interpret problems in a beneficial way
    • Inaccurate reports lead to improper actions: like navigating with the wrong man and the wrong coordinates.
    • Employees should be rewarded for handing in accurate reports instead.
  3. Using Wrong Intervention Models
    • By acting on the wrong intervention model, problems are made worse.
    • Example: A software project conducted using an iterative approach is behind schedule. He decides to sacrifice quality to make up for the time lost. As more defects occur, the manager reacts by putting “recovery functions” into the product in order to make up for the defects. The software project falls even more behind schedule, and quality detoriates even further, which requires more “recovery functions“. The customer, who has to wait longer, wants to be rewarded for his patience—by asking for more features. This creates a vicious cycle.
    • The control points are working backwards: every intervention makes the problems worse. In this case, the interventions just need to be reversed. In the above example, a trust period is introduced, so that the developers can catch up and improve the product’s quality.
    • Two parties blaming each other creates a mutually destructive feedback loop. This can be solved with a better understanding of the system—unless the two parties have gotton too far from each other and prefer revenge over reconciliation.
    • Tools do not determine how they are being used. They can be applied for the worse or for the better.

Why It’s Always Hard to Steer

When the dynamics of a process is regulated by human decisions, intervention dynamics is at play. When human decisions have no power to alterate the dynamic of a process, natural dynamic is at play. A stone of a certain weight can be lifted by a human for some time (intervention dynamics), but gravity constrains that process in the long run (natural dynamic). Likewise, a manager can increase the output of a team by letting its members work overtime (intervention dynamics), but the returns will diminish after some time (natural dynamics). Natural dynamics limit the effect interventions can have.

The Square Law of Computation limits what a mind (i.e. a brain or a group of brains) can accomplish. In order to keep a system under control, a model to compute effects of interventions is required. A model can be expressed as a set of equations with roughly one equation per relevant measurement in the system.

Unless some simplification can be made, the amount of computation to solve a set of equations increases at least as fast as the square of the number of equations. (Square Law of Computation)

A software project can be modeled as a game, in which a control strategy is applied to go from an initial bad state (present position) to a final good state (winning position). In a deterministic game, the player is in the position of the perfect controller. There is no randomness, and the model covers all possible ways a game can unfold (moves and countermoves). Tic Tac Toe and Chess are both games that—theoretically—allow for perfect control. However, there are orders of magnitude more ways a game of Chess can unfold than a game of Tic Tac Toe. Therefore, there’s no perfect model (yet) to play chess. Instead, general principles (heuristics) are applied to reduce the set of possible moves to a much smaller set of most promising moves, which makes the game much more manageable (e.g. don’t sacrifice your queen to capture a pawn) with limited computing capacity. Such general principles are useful most of the time but might prevent the best play some of the time.

Software engineering is way more complex and noisy (more randomness) than Chess. Consider machine instructions as moves in the game, and the number of instructions needed for a significant program (thousands, millions?) compared to a game of Chess, which usually ends before 100 moves are played. However, software engineering efforts are directed at reducing such non-linearities to keep the Square Law of Computation under control, which is also accomplished by applying general principles, such as:

These general principles are the simplifications (“Unless some simplifications can be made“) of the Square Law of Computation. Collections of such general principles make up the cultural pattern of a software organization. Such guiding principles are needed because of the Size/Complexity dynamic:

Human brain capacity is more or less fixed, but software complexity grows at least as fast as the square of the size of the program.

When a software project succeeds, ambitions rise, and the problems being attempted to solve grow bigger. Bigger (and harder) problems drive an organization to new, yet untried patterns. (If there’s no ambition for solving harder problems or achieving better quality, an organization can stay with its current pattern.)

It’s hardly possible to alter the capacity of our brains (hiring smarter people only works to some extent), but it’s possible to alter how much of our capacity is used, and for what purpose. Software engineering attempts to simplify the solutions to larger problems—raising the success rate in response to higher ambition.

A software project an be seen as a game against nature. The interventions of a controller (moves) can be measured as effects (countermoves by nature). When the controller sees that nature moves the project on the losing path, an intervention move is required to bring it back to the winning path.

The Fault Location dynamic states that under a constant error rate (say, one bug introduced per developer and sprint), a larger system contains more faults (Size/Complexity dynamic). The effect required to locate errors therefore grows non-linearly. The Fault Location dynamic is a natural dynamic, not the result of developers performing worse. Pattern 2 managers miss this point and apply the wrong interventions; trying to work against nature. Both Size/Complexity and Fault Location dynamic can be tackled using modularization.

The Human Interaction dynamic states that the number of interactions between people grows non-linearly to the amount of people being added to a project.

What it Takes to Be Helpful

The computational power required to control a project grows non-linearly with the problem size. Due to this non-linearity, being twice as smart does not allow you to solve problems twice as big:

Ambitious requirements can easily outstrip even the brightest developer’s mental capacity.

Given a program that is capable of playing the perfect game of chess: If the board’s size is increased from 8x8 (64) to 10x10 (100) fields, the number of possible moves explodes, even though the board size only grows by roughly 50%.

Every pattern has its size/effort curve, showing how well it will do given problems of different sizes. This curve grows non-linearly: Increasing requirements by 10% causes an additional effort of way more than 10%. The bigger the problem, the bigger the growth rate of the effort.

Software projects are highly variable. Due to this noise, a linear curve often fits almost as good as an exponential one in a size/effort graph. Plotting data on a logarithmic scale might help better understanding the data, but also trick the eye into seeing linear patterns (Log-Log-Law):

Any set of data points forms a straight line if plotted on log-log paper.

Managers influence projects by choosing methods, tools, and people, which make up an organization’s cultural pattern. Two different methods (or tools, or teams) A and B will have different curves on a size/effort graph: Method A is cheaper for small projects (say, due to less overhead), but reaches a limit of feasible projects quite quickly. Method B, on the other hand, s more expensive for small projects, but allows to deal with bigger projects than method A.

Therefore, organizations adopt two (or more) methods instead of just one “standard method” for software development, which are then picked from depending on a project’s estimated size. This requires managers to take an important decision at the beginning of every project: which method to choose? In a blaming environment, taking such decisions can get a manager into trouble. Therefore, they’d often prefer to have a “standard model” being imposed on them.

Managers choose their methods for other reasons than just effort. Risk is also a very important factor. Depending on the problem size, different methods have different chances of success. The bigger the project, the higher the risk, the lower the chance of success.

Using a method for the first time is riskier and more effortful than doing so for the umpteenth time. Managers are therefore reluctant to try out new methods, patterns, languages, etc. The risk on the decision maker can be reduced by:

  1. moving the decision to a higher level of management, so that the risk is spread wider (and higher)
  2. reducing the size of the first project, which is intended to be a pilot project for learning (as opposed to getting attention)
  3. reducing the criticality of the first project

Harm is rarely done out of malice, but of good intentions combined with wrong assumptions about the underlying problem (wrong model). It is often being tried to control systems that lie beyond one’s capacity:

Some interventions cause more harm than good, so one might conclude that doing harm is actually intended—which is very rarely the case! To analyze such situations without getting paranoid, the Helpful Model can be applied:

No matter how it looks, everyone is trying to be helpful.

This model takes away the blame and lets us look at the true dynamics, i.e. beyond anybody’s intention.

Mental models can’t be eliminated, but only replaced by better ones (Principle of Addition):

The best way to reduce ineffective behaviour is by adding a more effective behaviour.

Organizations get addicted to certain practices, which relieve their pain in the short run, but are harmful in the long run. The more a practice is applied, the worse one feels, and the more one seeks the relief of the addictive behaviour. Such harmful, addictictive practices can be countered by adding long range measurements with according rewards and punishments.

Better than curing addictions is preventing them in the first place:

The way people behave is not based on reality, but on their models of reality.

Implanting more effective models is the most helpful intervention.

Responses to Customer Demands

An organization expresses that it is in crisis by the attitudes towards its customers. If it gets too entangled with its internal problems, it forgets its reason for existence. Complaints about too many customers and their “unreasonable” demands are uttered. The more customers an organization has, the more requirements it needs to fulfill, the bigger the system becomes—and, due to the Size/Complexity dynamic—the more complex. The chances of conflicting requirements also grows, causing additional trouble to resolve—either by implementation or explanation.

The more customer a software organization has, the higher the demands on it grow. More features are requested, more errors reported, and more configurations must be supported—and all this within shorter time spans. An organization under such pressure must either omove to a new cultural pattern in order to cope with those higher demands—or it reduces its number of (satisfied) customer. (Fewer customers tend to expect having all their expectations met, whereas thousands of customers have lower expectations, considering their lower relative importance to the organization.)

Managers want to keep the systems under their control in a healthy state. They want to keep both the amount and the extent of interference from the outside low, because too much interference can be disruptive to a system working well. Customers give inputs to a system (requirements, error reports, money), and in turn expect outputs from that system (software satisfying their requirements, error reports being handled in time, correctly, and professionally). Some of those inputs cause random disturbances. Like the managers on the inside, the customer acts as an external controller to the system. Sometimes, the internal and external controller are in conflict, causing conflicts within the system.

Not every user is a paying customer, but every user has expectations on how a software is supposed to behave. Most users also notice errors that need to be dealt with. All users cause load on a system. Every user has requirements, but only paying customers buy their right to define the quality by requirements.

The marketing department is a surrogate for customers that acts on behalf of them within the organization. They represent the customers and users against the developers—sometimes well, sometimes badly. Marketing is supposed to act as a filter between customers and developers. It decreases disturbances from customers, but is itself closer to the developers, and therefore more prone to cause disturbances itself by bypassing all the defenses. The side effects of an interfering marketing department can be worse than the benefits gained from their filtering of customer inputs towards the developers.

Developers can act as customer surrogates themselves and influence software directly—for the better or worse. In a variable culture (pattern 1), developers act without explicit or approved customer requirements. Pattern 2 managers want to eliminate such bypassing of processes. In an unstable organization, programmers frequently make changes without unauthorized, some of them remaining unnoticed internally (but not by the customers). The more programmers an organization has, the more potentially dangerous customer surrogates it has to deal with.

Testers are supposed to faithfully replicate customer use. However, they make frequent implicit decisions about what they think the customer really wants or needs. Since they are usually closer to the developers than to the customers, there are more prone to the influence of the former than the latter.

As the number of customers increases, the amount of customer interactions increases, too, usually non-linearly. The cost of an interruption is not only the duration of the interruption itself (say, a five minute customer call), but also an additional reimmersion time needed to get back to the original task (say, fifteen minutes). The more people that are affected by a single interruption—say, a phone call pulling a meeting attendee away, causing the whole meeting to be interrupted—the longer the reimmersion time becomes: Gathering a dispersed crowd costs time—and requires interrupting them at the task they picked up in the meantime.

The number and size of meetings grows as the customer base grows. After a certain amount of customers is reached, it is no longer possible to satisfy their needs completely all the time. The number of possible configurations (combinations of different platforms, versions used, integrations with other software, customized software parts) starts to grow exponentially over time. More configurations remain untested, causing more error reports. Those cause more patches being deployed, which become harder to test on different configurations. A software organization either changes its culture—or lowers the level of support provided for its customers.

When software is releases, it is passed from one group (developers) to another (customers). It is started being used productively. The release initiates a couple of important dynamics:

Issuing fewer releases with higher quality can break those negative, self-reinforcing dynamics. Many mature organizations release their software only twice a year. Organizations also start to prioritize their customers. “Nice” customers that pay more are better served than “nasty” ones that pay less.