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Signs you’re working in a feature factory (2016) (cutle.fish)

1002 points by aphextron · 2430 days ago · 281 comments on HN

Article summary

The article discusses the concept of a 'feature factory', where teams focus on delivering features without measuring their impact or considering customer outcomes. This can lead to a culture of 'shipping' features without regard for their value, and prioritizing new features over refactoring or debt work. The article outlines 12 signs that a team may be working in a feature factory, including lack of measurement, rapid team shuffling, and success theater. The author argues that this approach can lead to wasted resources and poor customer outcomes.

Main themes

  • feature factory
  • agile development
  • customer outcomes
  • measurement and evaluation
  • user needs
  • enterprise software
  • economic incentives
  • product management

What commenters say

  • Some commenters argue that feature factories are driven by management's focus on shipping features, and that a shift in focus towards measurements and customer outcomes is needed to change this.
  • Others suggest that agile development can sometimes invite feature factory behavior, as it focuses on shipping rather than value.
  • There is disagreement about whether users can accurately identify what features they need, with some arguing that users are good at identifying problems but not solutions.
  • A few commenters note that it's possible for users to ask for features to be removed or simplified, rather than just added.
  • Some argue that the key to avoiding feature factory behavior is to focus on customer success rather than just shipping features.
  • Others suggest that observing user behavior and testing solutions is a more effective way to determine what features are truly needed.
  • There is also discussion about the challenges of determining customer needs, particularly in enterprise software where the purchaser may not be the user.
  • A few commenters mention that feature factories can be driven by perverse economic incentives, such as chasing upfront revenue without considering long-term costs.