Technical Debt Quotes

I had a room to myself as a kid, but my mother was always quick to point out that it wasn't my room, it was her room and I was merely permitted to occupy it. Her point, of course, was that my parents had earned everything and I was merely borrowing the space, and while this is technically true I cannot help but marvel at the singular damage of this dark idea: That my existence as a child was a kind of debt and nothing, no matter how small, was mine. That no space was truly private; anything of mine could be forfeited at someone else's whim.

technical debt’ that is not being paid down. It comes from taking shortcuts, which may make sense in the short-term. But like financial debt, the compounding interest costs grow over time. If an organization doesn’t pay down its technical debt, every calorie in the organization can be spent just paying interest, in the form of unplanned work.

Left unchecked, technical debt will ensure that the only work that gets done is unplanned work!

For example, if overwork is due to (in)stability of the production systems, it’s your job as the manager to slow down the product roadmap in order to focus on stability for a while. Make clear measures of alerts, downtime, and incidents, and strive to reduce them. My advice is to dedicate 20% of your time in every planning session to system sustainability work (“sustainability” instead of the more common “technical debt”).

If your goal is financial independence, it is also to hold as little debt as possible. This means you’ll seek the least house to meet your needs rather than the most house you can technically afford.

I owe a huge debt to Anaïs Nin, because I fell into her diaries, essays, and collected letters in my Twenties and Thirties like a fish falling into water. She was, in some ways, a deeply flawed human being, and perhaps she makes a strange kind of hero for someone like me, committed to the ethical and spiritual dimensions of my craft as well as to the technical ones, but a hero and strong influence she remains nonetheless. Source: Her blog.

It’s often the case that teams working in agile processes do not actually go back to improve the user interface of the software. But, as the saying goes, “it’s not iterative if you only do it once.” Teams need to make a commitment to continuous improvement, and that means not simply refactoring code and addressing technical debt but also reworking and improving user interfaces. Teams must embrace the concept of UX debt and make a commitment to continuous improvement of the user experience.

Businesses frequently prioritize new feature releases over fixing technical debt. They choose to work on revenue-generating work instead of revenue-protection work. This rarely works out as the business hopes, particularly as problems discovered during the final stages of uncompleted projects drag engineers away from the newer projects.

Like technical debt, management debt is incurred when you make an expedient, short-term management decision with an expensive, long-term consequence. Like technical debt, the trade-off sometimes makes sense, but often does not. More important, if you incur the management debt without accounting for it, then you will eventually go management bankrupt. Like technical debt, management debt comes in too many different forms to elaborate entirely, but a few salient examples will help explain the concept. Here are three of the more popular types among startups: 1. Putting two in the box 2. Overcompensating a key employee, because she gets another job offer 3. No performance management or employee feedback process

A dependency on a private method of an external framework is a form of technical debt. Avoid these dependencies.

You’ve just described ‘technical debt’ that is not being paid down. It comes from taking shortcuts, which may make sense in the short-term. But like financial debt, the compounding interest costs grow over time. If an organization doesn’t pay down its technical debt, every calorie in the organization can be spent just paying interest, in the form of unplanned work.

There are no longer even any masters, but only slaves commanding other slaves; there is no longer any need to burden the animal from the outside, it shoulders its own burden. Not that man is ever the slave of technical machines; he is rather the slave of the social machine. The bourgeois sets the example, he absorbs surplus value for ends that, taken as a whole, have nothing to do with his own enjoyment: more utterly enslaved than the lowest of slaves, he is the first servant of the ravenous machine, the beast of the reproduction of capital, internalization of the infinite debt. "I too am a slave"—these are the new words spoken by the master.

Like technical debt, management debt comes in too many different forms to elaborate entirely, but a few salient examples will help explain the concept. Here are three of the more popular types among startups: 1. Putting two in the box 2. Overcompensating a key employee, because she gets another job offer 3. No performance management or employee feedback process

had a room to myself as a kid, but my mother was always quick to point out that it wasn’t my room, it was her room and I was merely permitted to occupy it. Her point, of course, was that my parents had earned everything and I was merely borrowing the space, and while this is technically true I cannot help but marvel at the singular damage of this dark idea: That my existence as a child was a kind of debt and nothing, no matter how small, was mine. That no space was truly private; anything of mine could be forfeited at someone else’s whim.

I had a room to myself as a kid, but my mother was always quick to point out that it wasn’t my room, it was her room and I was merely permitted to occupy it. Her point, of course, was that my parents had earned everything and I was merely borrowing the space, and while this is technically true I cannot help but marvel at the singular damage of this dark idea: That my existence as a child was a kind of debt and nothing, no matter how small, was mine. That no space was truly private; anything of mine could be forfeited at someone else’s whim.

Where to stash your organizational risk? Lately, I’m increasingly hearing folks reference the idea of organizational debt. This is the organizational sibling of technical debt, and it represents things like biased interview processes and inequitable compensation mechanisms. These are systemic problems that are preventing your organization from reaching its potential. Like technical debt, these risks linger because they are never the most pressing problem. Until that one fateful moment when they are. Within organizational debt, there is a volatile subset most likely to come abruptly due, and I call that subset organizational risk. Some good examples might be a toxic team culture, a toilsome fire drill, or a struggling leader. These problems bubble up from your peers, skip-level one-on-ones,16 and organizational health surveys. If you care and are listening, these are hard to miss. But they are slow to fix. And, oh, do they accumulate! The larger and older your organization is, the more you’ll find perched on your capable shoulders. How you respond to this is, in my opinion, the core challenge of leading a large organization. How do you continue to remain emotionally engaged with the challenges faced by individuals you’re responsible to help, when their problem is low in your problems queue? In that moment, do you shrug off the responsibility, either by changing roles or picking powerlessness? Hide in indifference? Become so hard on yourself that you collapse inward? I’ve tried all of these! They weren’t very satisfying. What I’ve found most successful is to identify a few areas to improve, ensure you’re making progress on those, and give yourself permission to do the rest poorly. Work with your manager to write this up as an explicit plan and agree on what reasonable progress looks like. These issues are still stored with your other bags of risk and responsibility, but you’ve agreed on expectations. Now you have a set of organizational risks that you’re pretty confident will get fixed, and then you have all the others: known problems, likely to go sideways, that you don’t believe you’re able to address quickly. What do you do about those? I like to keep them close. Typically, my organizational philosophy is to stabilize team-by-team and organization-by-organization. Ensuring any given area is well on the path to health before moving my focus. I try not to push risks onto teams that are functioning well. You do need to delegate some risks, but generally I think it’s best to only delegate solvable risk. If something simply isn’t likely to go well, I think it’s best to hold the bag yourself. You may be the best suited to manage the risk, but you’re almost certainly the best positioned to take responsibility. As an organizational leader, you’ll always have a portfolio of risk, and you’ll always be doing very badly at some things that are important to you. That’s not only okay, it’s unavoidable.

virtually all money is created out of debt by banks “extending credit” or giving loans. If all the debts of the world were paid off, there would be no money in circulation. How does this occur? Allow me to oversimplify, starting with government. When a government needs money, it creates bonds. These bonds represent debt. It then exchanges these bonds with its central bank, an institution granted the ability to create money. Of course, governments can also sell the bonds to the general public and even foreign nations to raise money, but that doesn’t actually create money—only banks can do that. Though considered investments, these bonds are really interest-bearing loans. If I buy a government bond for $1,000, I have actually loaned that amount to the government with the expectation that it will pay me back with interest accrued. Likewise, when the government sells bonds to its central bank, the central bank is technically loaning the newly created money, expecting interest payments. Bear in mind, both the government and the central bank are exchanging things invented out of thin air by essentially the transaction itself.

I had a room to myself as a kid, but my mother was always quick to point out that it wasn’t my room, it was her room and I was merely permitted to occupy it. Her point, of course, was that my parents had earned everything and I was merely borrowing the space, and while this is technically true I cannot help but marvel at the singular damage of this dark idea: That my existence as a child was a kind of debt and nothing, no matter how small, was mine. That no space was truly private; anything of mine could be forfeited at someone else’s whim. Once, wanting space from my parents after a fight, I closed and locked my bedroom door. My mother made my father take the doorknob out. And while I’m sure they remember this horrifying moment very differently, all I remember is the cold sensation in my body as the doorknob—a perfect little machine that did its job with unbiased faithfulness—shifted from its home as the screws fell away. The corona of daylight as the knob listed to one side. How, when it fell, I realized that it was two pieces, such a small thing keeping my bedroom door closed. I was lucky in that moment that the deconstruction of my door was a violation of privacy and autonomy but not a risk to my safety. When the door was opened, nothing happened. It was just a reminder: nothing, not even the four walls around my body, was mine.

How exactly the debt should be funded was to be the most inflammatory political issue. During the Revolution, many affluent citizens had invested in bonds, and many war veterans had been paid with IOUs that then plummeted in price under the confederation. In many cases, these upright patriots, either needing cash or convinced they would never be repaid, had sold their securities to speculators for as little as fifteen cents on the dollar. Under the influence of his funding scheme, with government repayment guaranteed, Hamilton expected these bonds to soar from their depressed levels and regain their full face value. This pleasing prospect, however, presented a political quandary. If the bonds appreciated, should speculators pocket the windfall? Or should the money go to the original holders—many of them brave soldiers—who had sold their depressed government paper years earlier? The answer to this perplexing question, Hamilton knew, would define the future character of American capital markets. Doubtless taking a deep breath, he wrote that “after the most mature reflection” about whether to reward original holders and punish current speculators, he had decided against this approach as “ruinous to public credit.”25 The problem was partly that such “discrimination” in favor of former debt holders was unworkable. The government would have to track them down, ascertain their sale prices, then trace all intermediate investors who had held the debt before it was bought by the current owners—an administrative nightmare. Hamilton could have left it at that, ducking the political issue and taking refuge in technical jargon. Instead, he shifted the terms of the debate. He said that the first holders were not simply noble victims, nor were the current buyers simply predatory speculators. The original investors had gotten cash when they wanted it and had shown little faith in the country’s future. Speculators, meanwhile, had hazarded their money and should be rewarded for the risk. In this manner, Hamilton stole the moral high ground from opponents and established the legal and moral basis for securities trading in America: the notion that securities are freely transferable and that buyers assume all rights to profit or loss in transactions. The knowledge that government could not interfere retroactively with a financial transaction was so vital, Hamilton thought, as to outweigh any short-term expediency. To establish the concept of the “security of transfer,” Hamilton was willing, if necessary, to reward mercenary scoundrels and penalize patriotic citizens. With this huge gamble, Hamilton laid the foundations for America’s future financial preeminence.

The government would have to track them down, ascertain their sale prices, then trace all intermediate investors who had held the debt before it was bought by the current owners—an administrative nightmare. Hamilton could have left it at that, ducking the political issue and taking refuge in technical jargon. Instead, he shifted the terms of the debate. He said that the first holders were not simply noble victims, nor were the current buyers simply predatory speculators. The original investors had gotten cash when they wanted it and had shown little faith in the country’s future. Speculators, meanwhile, had hazarded their money and should be rewarded for the risk. In this manner, Hamilton stole the moral high ground from opponents and established the legal and moral basis for securities trading in America: the notion that securities are freely transferable and that buyers assume all rights to profit or loss in transactions. The knowledge that government could not interfere retroactively with a financial transaction was so vital, Hamilton thought, as to outweigh any short-term expediency. To establish the concept of the “security of transfer,” Hamilton was willing, if necessary, to reward mercenary scoundrels and penalize patriotic citizens. With this huge gamble, Hamilton laid the foundations for America’s future financial preeminence. As his report progressed, Hamilton tiptoed through a field seeded thickly with deadly political traps. The next incendiary issue was that some debt was owed by the thirteen states, some by the federal government. Hamilton decided to consolidate all the debt into a single form: federal

Automated testing helps developers discover their mistakes quickly (usually within minutes), which enables faster fixes as well as genuine learning-learning that is impossible when mistakes are discovered six months later during integration testing, when memories and the link between cause and effect have long faded. Instead of accruing technical debt, problems are fixed as they are found, mobilizing the entire organization if needed, because global goals outweigh local goals.

In defending his plan, Hamilton did not speak just in arid technical terms. He talked of justice, equity, patriotism, and national honor. His funding system was premised upon a simple concept: that the debt had been generated by the Revolution, that all Americans had benefited equally from that revolution, and that they should assume collective responsibility for its debt. If state debts were unequal, so were the sacrifices made during the fighting. Praising the “immense exertions” of indebted Massachusetts, for instance, Hamilton stated, “It would not be too strong to say that they were in a great degree the pivot of the revolution.

Read the notes.Never buy a stock without reading the footnotes to the financial statements in the annual report. Usually labeled “summary of significant accounting policies,” one key note describes how the company recognizes revenue, records inventories, treats installment or contract sales, expenses its marketing costs, and accounts for the other major aspects of its business.7 In the other footnotes, watch for disclosures about debt, stock options, loans to customers, reserves against losses, and other “risk factors” that can take a big chomp out of earnings. Among the things that should make your antennae twitch are technical terms like “capitalized,” “deferred,” and “restructuring”—and plain-English words signaling that the company has altered its accounting practices, like “began,” “change,” and “however.” None of those words mean you should not buy the stock, but all mean that you need to investigate further. Be sure to compare the footnotes with those in the financial statements of at least one firm that’s a close competitor, to see how aggressive your company’s accountants are. Read more. If you are an enterprising investor willing to put plenty of time and energy into your portfolio, then you owe it to yourself to learn more about financial reporting. That’s the only way to minimize your odds of being misled by a shifty earnings statement. Three solid books full of timely and specific examples are Martin Fridson and Fernando Alvarez’s Financial Statement Analysis, Charles Mulford and Eugene Comiskey’s The Financial Numbers Game, and Howard Schilit’s Financial Shenanigans. 8

She wonders what is happening: Too many promises to the market? Bad engineering leadership? Bad product leadership? Too much technical debt? Not enough focus on architectures and platforms that enable developers to be productive?

But traveling faster than light would require infinite energy; it is possible on paper, not in practice. More recently, physicists have theorized other ways that physical travel into the past could be achieved, but they are still exotic and expensive. A technological civilization thousands or more years in advance of our own, one able to harness the energy of its whole galaxy, could create a wormhole linking different points in the fabric of spacetime and send a spaceship through it.8 It is an idea explored widely in science fiction and depicted vividly in Christopher Nolan’s 2014 film Interstellar. But all this is academic for our purposes. For Gleick, what we are really talking about with time travel is a thought experiment about the experiencer—the passenger—in a novel, disjointed relationship to the external world. We can readily perform feats of “mental time travel,” or at least simulate such feats, as well as experience a dissociation between our internal subjective sense of time and the flux of things around us and even our own bodies.9 According to Gleick, part of what suddenly facilitated four-dimensional thinking in both popular writing and the sciences was the changing experience of time in an accelerating society. The Victorian age, with its steam engines and bewildering pace of urban living, increased these experiences of dissociation, and they have only intensified since then. Time travel, Gleick argues, is basically just a metaphor for modernity, and a nifty premise upon which to base literary and cinematic fantasies that repair modernity’s traumas. It also shines a light on how confused we all are about time. The most commonly voiced objection to time travel—and with it, precognition—is that any interaction between the future and past would change the past, and thus create a different future. The familiar term is the grandfather paradox: You can’t go back in time and kill your grandfather because then you wouldn’t have been born to go back in time and kill your grandfather (leaving aside for the moment the assumed inevitability of wanting to kill your grandfather, which is an odd assumption). The technical term for meddling in the past this way is “bilking,” on the analogy of failing to pay a promised debt.10 Whatever you call it, it is the kind of thing that, in Star Trek, would make the Enterprise’s computer start to stutter and smoke and go haywire—the same reaction, in fact, that greets scientific claims of precognition. (As Dean Radin puts it, laboratory precognition results like those cited in the past two chapters “cause faces to turn red and sputtering noises to be issued from upset lips.”11) Information somehow sent backward in time from an event cannot lead to a future that no longer includes that event—and we naturally intuit that it would be very hard not to have such an effect if we meddled in the timeline. Our very presence in the past would change things.

In software development, engineers are often pressured to deliver features instead of fixing defects, addressing reliability issues, or working on internal improvement projects. As a result, so called “technical debt”§§ adds up, leading to more complex problems that are increasingly difficult to solve. Consequently, Marty Cagan, a product expert who has trained generations of product leaders on building software products that customers love, stresses the importance for product and engineering leaders to allocate at least 20% of engineering’s time to proactively fix issues before they snowball into catastrophic ones, such as having to “rewrite the entire codebase from scratch.

A team is innovating when their technical debt is sustainably low, morale is high, and the majority of work is satisfying new user needs.

One of the observations from systems thinking16 is that, though humans are prone to interpreting events as causal, often problems are better described in terms of a series of stockpiles that grow and shrink based on incoming and outgoing flows. The Dust Bowl17 wasn’t caused by one farmer or one year of overfarming, but by years of systemic abuse. Stocks and flows are especially valuable in understanding the failure of projects and teams. Projects fall behind one sprint at a time. Technical debt strangles projects over months. Projects fail slowly—and fixing them takes time, too.

A bit of technical debt is natural, particularly at smaller companies where it makes more fiscal sense to move quickly; but there are some points where technical debt becomes crippling for development and releases, and makes a codebase unstable.

It is scarcely an exaggeration to say that mechanical invention until the thirteenth century A.D. owed a greater debt to warfare than to the arts of peace. This holds over long stretches of history. The Bronze Age chariot preceded the general use of wagons for transportation, burning oil was used to repel enemies besieging a city before it was employed for powering engines or heating buildings: so, too, inflated life preservers were used by Assyrian armies to cross rivers thousands of years before 'water-wings' were invented for civilian swimming. Metallurgical applications, too, developed more rapidly in the military than in the civilian arts: the scythe was attached to chariots for mowing down men before it was attached to agricultural mowing machines; while Archimedes' knowledge of mechanics and optics was applied to destroying the Roman fleet attacking Syracuse before it was put to any more constructive industrial use. From Greek fire to atom bombs, from ballistas to rockets, warfare was the chief source of those mechanical inventions that demanded a metallurgical and chemical background.

Like technical debt, management debt is incurred when you make an expedient, short-term management decision with an expensive, long-term consequence. Like technical debt, the trade-off sometimes makes sense, but often does not. More important, if you incur the management debt without accounting for it, then you will eventually go management bankrupt.

Angélica Navarro Llanos, “Climate Debt: The Basis of a Fair and Effective Solution to Climate Change,” presentation to Technical Briefing on Historical Responsibility, Ad Hoc Working Group on Long-term Cooperative Action, United Nations Framework Convention on Climate Change, Bonn, Germany, June 4, 2009.

They" are farmers and ranchers, though generally not those from the front row of the church, that select few who remain in conventional agriculture. These are the ones who were trimmed off long ago, or at least by the industry's prescription, should have been. As we sit and talk, the topics are sometimes technical, often political or economic, and always, ultimately, philosophical. And personal. If we start with a discussion of soil microbiology or a comparison of turkey breeds, inevitably we end up in family, history, ecology, faith, beauty, morality, and the fate of the world to come. For them, all those things are linked. As they see it, agriculture is not an industry on the periphery of modern civilization. It is a fundamental act that determines whether we as a society will live or die. What binds these people is not a particular farming method, but rather the conviction that as humans, the contributions they make are essential. Conventional agriculture doesn't need people for much more than to run the machines and carry the debt, but these people refuse that lifeless role. To the work, they bring their intellects and their consciences, their histories and their concerns for the future. In quiet ways, in quiet places, they have set about correcting the damage that has come from believing agriculture could actually be reduced to numbers alone.

as an organization, you incur capability debt, because people (managers and technical staff) can’t improve their capabilities when they’re overburdened with too much work to do.

One Stanford op-ed in particular was picked up by the national press and inspired a website, Stop the Brain Drain, which protested the flow of talent to Wall Street. The Stanford students wrote, The financial industry’s influence over higher education is deep and multifaceted, including student choice over majors and career tracks, career development resources, faculty and course offerings, and student culture and political activism. In 2010, even after the economic crisis, the financial services industry drew a full 20 percent of Harvard graduates and over 15 percent of Stanford and MIT graduates. This represented the highest portion of any industry except consulting, and about three times more than previous generations. As the financial industry’s profits have increasingly come from complex financial products, like the collateralized debt obligations (CDOs) that ignited the 2008 financial meltdown, its demand has steadily grown for graduates with technical degrees. In 2006, the securities and commodity exchange sector employed a larger portion of scientists and engineers than semiconductor manufacturing, pharmaceuticals and telecommunications. The result has been a major reallocation of top talent into financial sector jobs, many of which are “socially useless,” as the chairman of the United Kingdom’s Financial Services Authority put it. This over-allocation reduces the supply of productive entrepreneurs and researchers and damages entrepreneurial capitalism, according to a recent Kauffman Foundation report. Many of these finance jobs contribute to volatile and counter-productive financial speculation. Indeed, Wall Street’s activities are largely dominated by speculative security trading and arbitrage instead of investment in new businesses. In 2010, 63 percent of Goldman Sachs’ revenue came from trading, compared to only 13 percent from corporate finance. Why are graduates flocking to Wall Street? Beyond the simple allure of high salaries, investment banks and hedge funds have designed an aggressive, sophisticated, and well-funded recruitment system, which often takes advantage of [a] student’s job insecurity. Moreover, elite university culture somehow still upholds finance as a “prestigious” and “savvy” career track.6

Goldratt taught us that in most plants, there are a very small number of resources, whether it’s men, machines, or materials, that dictates the output of the entire system. We call this the constraint—or bottleneck. Either term works. Whatever you call it, until you create a trusted system to manage the flow of work to the constraint, the constraint is constantly wasted, which means that the constraint is likely being drastically underutilized. “That means you’re not delivering to the business the full capacity available to you. It also likely means that you’re not paying down technical debt, so your problems and amount of unplanned work continues to increase over time,” he says. He continues, “You’ve identified this Brent person as a constraint to restore service. Trust me, you’ll find that he constrains many other important flows of work, as well.” I try to interrupt to ask a question, but he continues headlong, “There are five focusing steps which Goldratt describes in The Goal: Step 1 is to identify the constraint. You’ve done that, so congratulations. Keep challenging yourself to really make sure that’s your organizational constraint, because if you’re wrong, nothing you do will matter. Remember, any improvement not made at the constraint is just an illusion, yes? “Step 2 is to exploit the constraint,” he continues. “In other words, make sure that the constraint is not allowed to waste any time. Ever. It should never be waiting on any other resource for anything, and it should always be working on the highest priority commitment the IT Operations organization has made to the rest of the enterprise. Always.” I hear him say encouragingly, “You’ve done a good job exploiting the constraint on several fronts. You’ve reduced reliance on Brent for unplanned work and outages. You’ve even started to figure out how to exploit Brent better for the three other types of work: business and IT projects and changes. Remember, unplanned work kills your ability to do planned work, so you must always do whatever it takes to eradicate it.

The United Nations and the U.S. government were also deeply involved. But early on, they had little success transferring “production technology from the industrialized temperate zones to the tropics and sub tropics.” This is why, according to Borlaug, the cooperative Mexican government–Rockefeller Foundation model “ultimately proved to be superior” to “public sector foreign technical assistance programs.... ”114 By the time the Green Revolution really took off, these national and supranational bodies had recognized the success of the foundation-pioneered model and supported it, as demonstrated by USAID’s commitment of funds to the international centers.115 The Green Revolution would not have been possible without earlier scientific breakthroughs. Dr. Borlaug estimates that fully 40 percent of the world’s current population would not be alive today were it not for the Haber-Bosch ammonia-synthesizing process.116 The spread of Mexican dwarf wheat and IR8 rice (and their continually improving offspring) would have been impossible without such breakthroughs in fertilizer technology. But that is the nature of progress. Scientific achievement is not diminished by its debt to the work of previous generations. It has been argued that the Green Revolution produced negative side effects commensurate with its benefits. Critics point out that, in some parts of the world, the greatest benefits of new seed varieties and agricultural technologies have flowed more to well-off rather than poor farmers. They also claim that the irrigation needs of high-yield agriculture drain local water resources. And fertilizer use, essential if high-yield crops are to reach their full potential, can lead to runoff that pollutes streams and rivers. Observers have also worried that, by enabling the developing world to feed more and more of its people, the Green Revolution has been a disincentive for them to get serious about population control. But population growth historically levels out in developed nations, and it is impossible to make the leap from developing to developed without an adequate supply of food.

Technical Debt is less scary than getting out of business

However, we must remind everyone that improvement of daily work is more important than daily work itself, and that all teams must have dedicated capacity for this (e.g., reserving 20% of all cycles for improvement work, scheduling one day per week or one week per month, etc.). Without doing this, the productivity of the team will almost certainly grind to a halt under the weight of its own technical and process debt.

We will actively manage this technical debt by ensuring that we invest at least 20% of all Development and Operations cycles on refactoring, investing in automation work and architecture and non-functional requirements (NFRs, sometimes referred to as the “ilities”), such as maintainability, manageability, scalability, reliability, testability, deployability, and security. Figure 11: Invest 20% of cycles on those that create positive, user-invisible value (Source: “Machine Learning and Technical Debt with D. Sculley,” Software Engineering Daily podcast, November 17, 2015,

Technical debt is inherently neither good nor bad—it happens because in our daily work, we are always making trade-off decisions,” he says. “To make the date, sometimes we take shortcuts, or skip writing our automated tests, or hard-code something for a very specific case, knowing that it won’t work in the long-term. Sometimes we tolerate daily workarounds, like manually creating an environment or manually performing a deployment. We make a grave mistake when we don’t realize how much this impacts our future productivity.

Migrations matter because they are usually the only available avenue to make meaningful progress on technical debt.

Small teams (fewer than four members) are not teams I’ve sponsored quite a few teams of one or two people, and each time I’ve regretted it. To repeat: I have regretted it every single time. An important property of teams is that they abstract the complexities of the individuals that compose them. Teams with fewer than four individuals are a sufficiently leaky abstraction that they function indistinguishably from individuals. To reason about a small team’s delivery, you’ll have to know about each on-call shift, vacation, and interruption. They are also fragile, with one departure easily moving them from innovation back into toiling to maintain technical debt.

Lack of innovation becomes a growing liability. In the technology hotbed of Silicon Valley, the accrued liability caused by delaying innovation has its own term: “technical debt.” As all businesses are becoming more and more technology dependent, managing and mitigating accrued technical debt is now a necessary practice that businesses outside Silicon Valley completely overlook.

This technical debt (future rework) will cause problems later.

throughout my life, using skills or talents or a person’s raw physical power to help them rise to the top of their society came and went. In the beginning, it was the strength in their arms to swing their swords. Then the tongue to sway large groups to accomplish something together. It became those who developed the sciences, and then—to a degree—it was those again who had physical prowess and could run or shoot a ball into a hoop. Yet, it was those who produced the food, built the homes, protected society, or taught the children or young adults who often weren’t supported. They would do their jobs, punch their time cards, and do what needed to get done to keep society going. My suggestion is to consider all work—if done well—equal. Government needs to be in place, but we’ll require some form of service as your debt to society. Perhaps you are a musician but can test into working with an R&D lab in the future. Can that be your service?” “That,” Bethany Anne replied, “could be a nightmare. Just think about the ongoing effort for some of Jean Dukes’ stuff. There’s no way we could place a person into a project for two weeks and then they leave.” Michael tapped a finger on the table. “I understand. However, let me give you a quote from a worker to Jack Welch.” “Who?” Peter interrupted. Stephen answered, “Jack Welch. He was the CEO of General Electric—GE—back on Earth in the twentieth century.” Michael continued, “He was talking to the assembly line workers at one of their businesses and one of the men spoke up, telling Welch that ‘for twenty-five years you paid for my hands when you could have had my brain as well for nothing.’” The table was quiet a moment, thinking about that. Peter was the first to break it. “Makes sense. We use that concept in the Guardians all the time. Everyone has a role to play, but if you have ideas you need to speak up.” “It would,” Addix added, “allow those interacting to bring new ways of thinking to perhaps old and worn-out strategies.” “What about those who truly hated the notion?” Stephen asked. “I can think of a few.” “I’m tempted to say ‘fuck ‘em.’” Bethany Anne snorted. “However, I know people, and they might fuck up the works. What about a ten-percent charge of their annual wealth if they wish to forego service?” “Two weeks,” Michael interjected, “is at best four percent of their time.” “Right,” Bethany Anne agreed, “so I’d suggest they do the two weeks. But if they want to they can lose ten percent of their annual wealth—which is not their annual income, because that shit can be hidden.” The Admiral asked, “So a billionaire who technically made nothing during the year would owe a hundred million to get out of two weeks’ service?” “Right,” Bethany Anne agreed. “And someone with fifty thousand owes five thousand.” “Where does the money go?” Peter asked. Admiral Thomas grinned. “I suggest the military.” “Education?” Peter asked. “It’s just a suggestion, because that is what we are talking about.” Stephen scratched his chin. “I can imagine large corporations putting income packages together for their upper-level executives to pay for this.” “I suggest,” Bethany Anne added, “putting the names of those who opt out on a public list so everyone knows who isn’t working.” “What about sickness, or a family illness they need to deal with?” Stephen countered. “With Pod-docs we shouldn’t have that issue, but there would have to be some sort of schedule. Further, we will always have public projects. There are always roads to be built, gardens to be tended, or military

Encourage teams to organize internal “yak days,” where teams get together to work on technical debt. These are great events because technical debt is so rarely prioritized.

Encourage teams to organize internal “yak days,” where teams get together to work on technical debt. These are great events because technical debt is so rarely prioritized. Hold regular internal DevOps mini-conferences. We’ve seen organizations achieve success using the classic DevOpsDays format, which combines pre-prepared talks with “open spaces” where participants self-organize to propose and facilitate their own sessions. Give staff dedicated time, such as 20% time or several days after a release, to experiment with new tools and technologies. Allocate budget and infrastructure for special projects.

What do you do when you have two outstanding employees who logically both fit in the same place on the organizational chart? Perhaps you have a world-class architect who is running engineering, but she does not have the experience to scale the organization to the next level. You also have an outstanding operational person who is not great technically. You want to keep both in the company, but you only have one position. So you get the bright idea to put “two in the box” and take on a little management debt. The short-term benefits are clear: you keep both employees, you don’t have to develop either because they will theoretically help each other develop, and you instantly close the skill set gap. Unfortunately, you will pay for those benefits with interest and at a very high rate.

Thanks to Ward Cunningham, the computer programmer who designed the first wiki, the metaphor “technical debt” is now a well-understood concept. While you may be able to borrow time by writing quick and dirty code, you will eventually have to pay it back—with interest. Often this trade-off makes sense, but you will run into serious trouble if you fail to keep the trade-off in the front of your mind. There also exists a less understood parallel concept, which I will call management debt. Like technical debt, management debt is incurred when you make an expedient, short-term management decision with an expensive, long-term consequence. Like technical debt, the trade-off sometimes makes sense, but often does not. More important, if you incur the management debt without accounting for it, then you will eventually go management bankrupt.

achieving this greatness is never free. It requires focus and elevation of improvement of daily work, even over daily work itself. Without this ruthless focus, every simple system degrades over time, increasingly buried under a tundra of technical debt.

technical debt is what you feel the next time you want to make a change.

you pay down technical debt as a part of daily work. It’s a magnificent example of the First Ideal of Locality and Simplicity in our code and organizations.

The software industry has a name for the consequences of short-termism: technical debt. The idea comes from writing code: if you prioritize short-term code fixes, or “hacks,” over long-term, well-designed code and processes, then you accumulate debt that will eventually have to be paid down by future code rewrites and refactors.

Short-termism can easily lead to the accumulation of technical debt and create disadvantageous path dependence; to counteract it, think about preserving optionality and keep in mind the precautionary principle. Internalize the distinction between irreversible and reversible decisions, and don’t let yourself succumb to analysis paralysis for the latter. Heed Murphy’s law!

Although it’s difficult to see in the moment, the downward spiral is obvious when one takes a step back. We notice that production code deployments are taking ever-longer to complete, moving from minutes to hours to days to weeks. And worse, the deployment outcomes have become even more problematic, that resulting in an ever-increasing number of customer-impacting outages that require more heroics and firefighting in Operations, further depriving them of their ability to pay down technical debt.

Ward Cunningham in 2003. He said, ‘technical debt is what you feel the next time you want to make a change.

Like technical debt, management debt is incurred when you make an expedient, short-term management decision with an expensive, long-term consequence.

To my surprise, Erik interrupts. “Well put, Bill. You’ve just described ‘technical debt’ that is not being paid down. It comes from taking shortcuts, which may make sense in the short-term. But like financial debt, the compounding interest costs grow over time. If an organization doesn’t pay down its technical debt, every calorie in the organization can be spent just paying interest, in the form of unplanned work.

In addition to saddling many young people with massive debt for decades, studies have shown that a college education really doesn’t guarantee success. And does a college degree guarantee high performance on the job? Not necessarily. Times are changing fast. While Internet giant Google looks at good grades in specific technical skills for positions requiring them, a 2014 New York Times article detailing an interview with Laszlo Bock, Google’s senior vice president of people operations, notes that college degrees aren’t as important as they once were. Bock states that “When you look at people who don’t go to school and make their way in the world, those are exceptional human beings. And we should do everything we can to find those people.” He noted in a 2013 New York Times article that the “proportion of people without any college education at Google has increased over time”—on certain teams comprising as much as 14 percent.

I speak about technical debt quite a bit in this chapter, so I wanted to leave you with a few thoughts on how to measure it. There are, of course, the static code-analysis tools that provide a view of technical debt based on coding issues. I think that is a good starting point. I would add to this the cost to deploy the application (e.g., how many hours of people does it require to deploy into a test or production environment), the cost of regression testing the product (how many hours or people time does it take to validate nothing has broken), and the cost of creating a new environment with the application. If you are more ambitious, you can also look for measures of complexity and dependencies with other applications, but I have not yet seen a good repeatable way for measuring those. The first four I mention are relatively easy to determine and should therefore be the basis for your measure of technical debt.

The Tech Lead brings value by enabling everyone on the team to contribute code as much as possible; by avoiding rewrites due to people working in different ways; by managing technical debt to make it easier to add code, and by promoting relationships between the development group and business colleagues to ensure the code addresses business goals and delivers true value. As a leader, you enable others to do their work; you harmonise and thereby maximise the efforts of the entire group, not just an individual.

Depending on who in the Kennedy administration and at NASA you asked, landing an astronaut on the moon’s surface was a plausible future, something that theoretically could be done with the right circumstances in place. Others would have said it was a possible future—a literal flight of fancy. More would have said that our probable future looked like this: unrecoverable debt, dead astronauts, and national disgrace. For Kennedy, though, it was his preferred future. We were in a space race to prove our technical and military superiority over the Soviet Union. During his emphatic address before Congress, the president didn’t know with complete certainty that we could land on the moon—much less make it back to Earth safely. However, there seemed to be enough tangible evidence that setting the moon landing as a future goal would enable NASA to reverse-engineer the necessary processes, systems, and technologies to make it possible. Planning for the moonshot shifted Kennedy’s goal from possible to probable, turning his idea into reality when Neil Armstrong and Buzz Aldrin stepped onto the lunar surface in 1969.

Cagan notes that when organizations do not pay their “20% tax,” technical debt will increase to the point where an organization inevitably spends all of its cycles paying down technical debt.

This experiment has now been performed many times on numerous species of birds and mammals, humans included. There are two clear outcomes. First, and of little surprise, sleep duration is far longer on the recovery night (ten or even twelve hours in humans) than during a standard night without prior deprivation (eight hours for us). Responding to the debt, we are essentially trying to “sleep it off,” the technical term for which is a sleep rebound. Second, NREM sleep rebounds harder. The brain will consume a larger portion of deep NREM sleep than of REM sleep on the first night after total sleep deprivation, expressing a lopsided hunger. Despite both sleep types being on offer at the finger buffet of recovery sleep, the brain opts to heap much more deep NREM sleep onto its plate. In the battle of importance, NREM sleep therefore wins. Or does it? Not quite. Should you keep recording sleep across a second, third, and even fourth recovery night, there’s a reversal. Now REM sleep becomes the primary dish of choice with each returning visit to the recovery buffet table, with a side of NREM sleep added. Both sleep stages are therefore essential.

MODERN SCIENCE CAN SOLVE ANY TECHNICAL PROBLEM IT RECOGNISES therefore 257 THE GREAT FUTURE OF MANKIND WE CAN DOME THE CRATERS OF THE MOON AND GROW FORESTS IN THEM and then STRIP FROM VENUS HALF THE CLOUDS WHICH MAKE HER SURFACE A FACSIMILE OF ANCIENT HELL AND GIVE HER MOIST AIR RAINING AN OCEAN WHICH, STOCKED WITH PLANKTON AND WHALES, WILL COMPOSE A WARM PACIFIC PLANET WITH VOLCANIC ISLANDS WHERE SLOWLY NEW LIFE WILL TAKE ROOT and then HOLLOW THE LARGEST ASTEROIDS, LIGHT ARTIFICIAL SUNS IN THEM, ACCELERATE THEIR AXIAL ROTATION TO PRODUCE CENTRIFUGAL INTERIOR GRAVITY, BUILD HORIZONLESS GARDEN CITIES ROUND THE WALLS AND LET ADVENTUROUS GENERATIONS SAIL TO THE STARS IN THEM because WITHOUT FIGHTING OTHERWORLDLY HUNS, PLUNDERING OTHERWORLDLY AZTECS, KOWTOWING TO OTHERWORLDLY SUPERMEN, WE CAN CREATE ALL THE GOOD WORLDS WE EVER IMAGINED and thus LOVE, SEX, BIRTH, CHILDREN NEED NO LONGER LEAD TO POVERTY, FAMINE, WAR, DEBT, SLAVERY, REVOLUTION, THEY WILL BECOME OUR GREATEST GIFT TO THE UNIVERSE WHICH ENGENDERED US! However THE COST OF FERTILISING THE WASTE OF THE UNIVERSE, STARTING WITH THE MOON, IS SO GREAT THAT ONLY A RICH PLANET CAN AFFORD IT so we must EMPLOY EVERY LIVING SOUL TO FERTILISE OUR OWN DESERTS, RESTOCK OUR OWN SEAS, USE UP OUR OWN WASTE, IMPROVE ALL GROUND, NOURISH EDUCATE DELIGHT ALL CHILDREN UNTIL ALL ARE STRONG, UNAFRAID, CREATIVE, PRACTICAL ADULTS WHO LOVE AND UNDER-STAND THE WORLD THEY LIVE IN AND THE MANY WORLDS THEY COULD LIVE IN 258 GLORY RAGE RADIANCE for it is technically possible to CREATE A WORLD WHERE EVERYONE IS A PARTNER IN THE HUMAN ENTERPRISE AND NOBODY A MERE TOOL OF IT yes God we can BECOME GARDENERS AND LOVERS OF THE UNIVERSE BY FIRST TREATING OTHERS AS WE WISH THEY WOULD TREAT US AND LOVING OUR NEIGHBOURS AS OURSELVES (What happened three nights later when you went home to Denny?) FUCK OFF YA FUCKIN BASTARDING BAMPOT YE! LEA ME ALANE YE BLEEDN CUNTYE! YE ROTTN PRICKYE! Yes I’ll tell you about that but not right now. Give me a bit more time. Please. God.

technical debt’ is what creates hardship, toil, and reduces the agility of our software engineers,

I want to bring back the days when a developer could actually create value for someone who cares, easily and quickly,” Cranky Dave says. “I want to build and maintain something for the long haul, instead of shipping the ‘feature of the day’ and dragging all this technical debt around.

It is well known that the majority of the cost of software is not in its initial development, but in its ongoing maintenance—fixing bugs, keeping its systems operational, investigating failures, adapting it to new platforms, modifying it for new use cases, repaying technical debt, and adding new features.

Farming is iffy at the best of times, but I could have never foreseen the day that a lightning strike landed on the metal side of my hardware shack and incinerated the hardware wallet that held the key to all of my Bitcoin savings that had a grand total of $160,000. I stood out in the rain with the burnt-out shell of warped metal and wood, feeling that I had lost a lifetime of financial stability with it. I shivered with trepidation as I rummaged within the ashes to seek out the melted shreds of the digital savings bridge that I had put into the care of it. Panic gripped me with a fierceness that no famine had ever triggered. Money was the insurance policy fund, cushion fund, plan to enlarge the farm larger, the destiny of the family of mine. I had failed them somehow. I tossed about all night with visions of debt and of the loss of the house spinning round the head of me. The next afternoon at the ag conference (more out of habit than hopes), I stood next to a speaker while I was eavesdropping on him say the name of FUNDS RECLIAMER COMPANY carelessly while talking to someone between talks. I was interested and desperate so I followed him later to introduce himself with a quavering voice. I contacted the FUNDS RECLIAMER COMPANY that afternoon. From the very beginning of the call, their staff treated my case with the professionalism of seasoned experts aware of the personal and the technical worth of the loss I had experienced. They were not merely examining a burnt wallet; they were examining a farmer with his means of support by a thread. Their experts treated the broken hardware with the tenderness of a priceless germ sample. With the skill of meticulous techniques, they recovered my personal keys out of to me a junk pile of useless electronics. With each update they made, they were a lifeline that kept me afloat away from financial destitution. Ten tense days had passed when I got the call: the wallet had been recovered. I was about to drop the phone in the barn with the news. I was overcome with relief that I knew that the savings were intact. The farm could carry on, and the future of the family was secured. FUNDS RECLIAMER COMPANY recovered not just information but also hope. They turned disaster into resilience, something I will forever be thankful to them for. Email: fundsreclaimercompany@ z o h o m a i l . c o m WhatsApp:+1 (361) 2 5 0- 4 1 1 0 Website: h t t p s ://fundsreclaimercompany . c o m

Farming is iffy at the best of times, but I could have never foreseen the day that a lightning strike landed on the metal side of my hardware shack and incinerated the hardware wallet that held the key to all of my Bitcoin savings that had a grand total of $160,000. I stood out in the rain with the burnt-out shell of warped metal and wood, feeling that I had lost a lifetime of financial stability with it. I shivered with trepidation as I rummaged within the ashes to seek out the melted shreds of the digital savings bridge that I had put into the care of it. Panic gripped me with a fierceness that no famine had ever triggered. Money was the insurance policy fund, cushion fund, plan to enlarge the farm larger, the destiny of the family of mine. I had failed them somehow. I tossed about all night with visions of debt and of the loss of the house spinning round the head of me. The next afternoon at the ag conference (more out of habit than hopes), I stood next to a speaker while I was eavesdropping on him say the name of FUNDS RECLIAMER COMPANY carelessly while talking to someone between talks. I was interested and desperate so I followed him later to introduce himself with a quavering voice. I contacted the FUNDS RECLIAMER COMPANY that afternoon. From the very beginning of the call, their staff treated my case with the professionalism of seasoned experts aware of the personal and the technical worth of the loss I had experienced. They were not merely examining a burnt wallet; they were examining a farmer with his means of support by a thread. Their experts treated the broken hardware with the tenderness of a priceless germ sample. With the skill of meticulous techniques, they recovered my personal keys out of to me a junk pile of useless electronics. With each update they made, they were a lifeline that kept me afloat away from financial destitution. Ten tense days had passed when I got the call: the wallet had been recovered. I was about to drop the phone in the barn with the news. I was overcome with relief that I knew that the savings were intact. The farm could carry on, and the future of the family was secured. FUNDS RECLIAMER COMPANY recovered not just information but also hope. They turned disaster into resilience, something I will forever be thankful to them for. Email: fundsreclaimercompany@ z o h o m a i l . c o m WhatsApp:+1 (361) 2 5 0- 4 1 1 0

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