For the members of the organization that once sold a T-shirt with a sloth saying start projects finish whenever. It might be helpful info for some of y’all. It was for me.
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I watched this probably Tuesday evening. I actually just started kinda going by that model. Last week I ended up buy a more expensive part just so I could move forward & get another step to the project done. I hem hawed around for a few days but when I couldn’t find the actual model of the part, I said the hell with it. My goal was to be finished yesterday but that didn’t happen.
Now that my goal post is moved I want to get it done asap for another project going on.
Having participated in, been the project manager for, been a customer of and been an executive sponsor of many software and engineering development projects, man can I relate.
It seems that the project NEVER finishes. There is scope creep, resource limitations, unreasonable time constraints, 3rd part participants, environmental factors, employee burnout/turnover, and many other obstacles to overcome.
AI will not take over everything, though. Certainly it can’t deal with all the obstacles, objections and constraints of every project, but hopefully it will aid in doing so.
Very interesting video. Thanks for sharing.
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+1 for references to Robin Hanson’s “Great Filter” theory (to which I subscribe and will expound on at length if triggered in one-on-one conversations) vis-à-vis The Fermi Paradox and SETI activities.
I started watching.
I’ll get back to it later.
That reminds me. I started a list of projects, future, and incomplete. I need to add a status for what is holding it back. But first I have to find the (incomplete) list.
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As my father used to say, all’s well that ends.
Been involved in more than a few work projects that were obviously doomed from their inception: bad market analysis or zero back-of-the-napkin estimates of the engineering/development work. And it took weeks or months of spinning wheels for this to play out.
I’ve also witnessed a sort of maximum complexity constraint on these things: there’s some vague point where factors stack in a nonlinear fashion and the problem can’t be addressed quickly - or in some cases at all - for reasons of time, too many factions, unsettled scores between factions, resource constraints, bad requirements gathering, bad business analysis. In a crisis situation these can be swept aside with an intimidating HMFIC, but for projects these obstacles contribute to outright failures and overruns beyond the usual accepted estimate overshoots.
I watched the whole thing. Gotta work on my UFO’s!! I need to be less shy about asking for help.
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