My manager can’t understand the RFC, and knows that clean up projects aren’t palatable to his senior eng leadership so he keeps asking me to simplify or derive some business justification. I’ve proposed superficial ones like improving security posture etc but he wants a hard number that can be measured (yet another senior leadership mandate).
I’m kind of exasperated and honestly think it’s his job to figure this out.
I now work in a highly regulated field (payments/banking) and it's a bit better, but from prior experience if there's no regulator to beat people with, they will simply not give a shit, the only thing they want is to shove out whatever feature as fast as humanly possible.
As an example GDPR was a godsend because I could finally convince people to get rid of the 11 trillion stupid analytics and tracking bullshit we had "Because GDPR", whereas no number of arguments, no matter how well researched and presented, would ever convince anyone before
Business people should understand, at a high technical level, how their products work and what they’re actually asking to implement.
I’ve worked with many great business analysts and product people and consistently the best ones are the ones with the “engineer brain”. They might not know how to read even a single line of code, but they understand software products from their pieces. Those people consistently propose high-quality and feasible solutions. Other business people do not.
As developers, we are expected to constantly think on our feet and adapt. We learn new products and methods on practically a weekly basis. But for whatever reason, the business folk are not even expected to understand the product they help build. There’s such a large disconnect there between dev and business.
If higher-ups have no technical insight, round up and give them two numbers: $$ if a bad thing happens, and $$$$$ if the worst thing happens.
The director of my department kept asking, "But do we HAVE to do this now?", so my final answer was this:
"Do we _have_ to? No, but it's like a bridge. Bridges have an expected lifespan when they're built, and they're supposed to be torn down and rebuilt after that. It's not a HARD limit, though. The bridge doesn't immediately collapse the day after its lifespan, but there are fault accumulating. Metal fatigue, erosion of support material, and other things. Commuters can't tell the bridge is past its lifespan, and they'll continue crossing it every day without issue. And then one day the issues will accumulate to the point that the bridge fails and people DIE. That's the situation we're in with this stack. It will continue to function just fine until the day it doesn't, and on that day I won't be able to tell you how quickly we'll be able to recover the application stack, if at all."
That FINALLY got through to him.
If someone says that something is a risk and we should address it, I don't expect a director to ask for a specific date the risk to become a disaster. Instead, he should just add it to some todo list and slot some time to analyze it and and budget resources. AKA, doing some "management" work. You shouldn't have to explain his job. You didn't need to learn semiconductors physical properties to know that storage can fail and you need to do backup.
The logical extrapolation of AI capabilities stress-testing human software is all bugs being discoverable. Hence, you have to aim for actually bug-free software.
The only way to do that is to make your code provable. That again is only realistically doable using AI.
In the process, people will have to turn the current mere pretense of software engineering into reality, making the engineering part explicit.
That in turn only works when humans actually understand what they're doing and can communicate it to outsiders.