There’s still an ongoing debate whether development in particular and IT, in general, are engineering practices. In all cases, there’s no denying that our industry is based on scientific foundations. Most of the organizations I’ve worked for implement the Deming wheel in one form or another: From a bird’s eye view, it makes a lot of sense. And given the success of the method in the Japanese car industry, there’s no denying that it’s effective.

Disclaimer: this post touches bits and pieces of finance, management and sociology for which I’m far from qualified. However, I’ve plenty of experience working in companies where they had big effects and I couldn’t resist drawing my own conclusions. I’ll happily listen to realistic solutions. I’ve been working for more than a decade in the software industry, always as a consultant.