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Six Reasons Why Managers Make Poor Decisions

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This is a long one! You may wish to go get a cup of coffee before reading. Better yet, bring the whole coffee pot! Recently, a friend and I sat talking at a café. We talked about Science-Fiction, Fantasy, a bit of geology, and eventually, we began talking about management. Specifically, my friend asked me if I have any idea why managers so often make very bad decisions. After pushing my management rant button, my friend sat back, and watched me go off on a long lecture, waving my arms, talking a bit too loud, and much too intensely for a café environment. Luckily, we sat in a corner, so I do not believe I made too much damage to the reputation of the place. (There used to be a café in Gothenburg, Café Sirius , where passionate discussions about odd topics were part of the normal entertainment. I miss that place!) Enough rambling! This article is a somewhat consolidated, and tidied up version of my impromptu lecture. I gave six different reasons, from six different perspectives, why...
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Dangerous Myths and Misconceptions about Agile Software Development

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I’ve been working with Agile software development since 2001-2002. Over the years, I’ve seen Agile change, a lot! There has been some genuine development. For example, the rediscovery of Monte Carlo simulation counts, even though ordinary project management has had it since at least 1963. Reference Class Forecasting, aging analysis, user story mapping, Cost of Delay economics, and economic profiles, are all useful innovations we have had after the Agile Manifesto was published. While these things were not necessarily invented in the Agile space, agilists began using them after the manifesto was published. However, there was a lot more innovation the ten years before the manifesto, than we have seen in the twenty-five years after. Also, Agile is drowning in misconceptions and misinformation. This article is an attempt to correct some of the more egregious misconceptions I have seen. Along the way, I’ll point to some good sources, for those of you inclined to do a bit of fact-checking. ...
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Waterfall vs. Agile: Battle of the Dunces or A Race to the Bottom?

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The major software methodology wars since the mid 1950’s. Someone was wrong on the Internet, so here we go… In a recent HBR article, It’s Time to End the Battle Between Waterfall and Agile , the author sets up a false premise: There is a war between Waterfall methodology and Agile. The war must end. And finally, you can combine the approaches to get the best of both worlds. This sounds good, but the article is based on a misunderstanding of both Waterfall and Agile. Also, there is no war between Waterfall methodology and Agile. There can’t be, because Waterfall methodology does not exist! Waterfall is a name for large projects that failed in the 1960’s. Waterfall was never a methodology, but a failure to apply the methodologies that existed back then. As I will show towards the end of this article, at least one of the “successful” Waterfall projects mentioned in the HBR article was neither successful, nor a Waterfall project. Authors note (2025-08-04) : After having had a couple of y...
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