To add to this, sometimes leadership will assume (or even imply) that there's some laziness involved in not wanting to jump immediately on-board with the complex proposal.
replyI often end up saying, "I can build this, and I will build this if product insists on it, but first let me suggest an alternative ordering of deliverables that starts with a simple implementation and moves towards this one." In almost every case, that simple implementation is still what's in production years later.
Lead time for "how long until we can start using it" is one that is hard for a lot of folks to really take into consideration. There are terms for this, "earned value" and such. I have rarely seen them used in such a way that the planning actually worked out, long term.
replyThe only way to learn this lesson is the hard way
replyhere is your scapegoat. no lesson learnt. another round please.
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