It's all Part 1 of the Process

Our submitter Tim C. shares his tale of an especially brutal culture clash:

I had co-founded a software startup doing stock market surveillance. In the early 2000s, the WTF Exchange (WTFX) was a major customer of ours. We were one part of a major project of theirs, a complete overhaul of their trading engine and IT systems.

Compared to our other clients, WTFX was quite bureaucratic. There seemed to be a strong focus on the process, rather than the mission or the result. They were even explicit about this, telling us, "The process is the deliverable."

I believe they made that explicit in talking to us because our culture was quite agile and thereby contrasted, or clashed, with the culture of everyone else working on the project.

"Predictability" was another buzzword they used to admonish us. We were required and expected to abide by the grand "waterfall" design and project plan and project timeline. The grand project was controlled via an enormous Gantt chart and they hated having to make any change to the Gantt chart.

There was one report which was central to the Exchange's surveillance department. The occasional opportunities I got to talk directly to end-users, they always stressed the importance of this report, and the importance of it updating immediately to changes in the filtering criteria, and the importance of the fine details such as colour-coding cells based on certain rules.

It became clear to me that we could not handle this report using a report definition file fed into our general report-writing module. It called for a custom piece of software. So over the course of the next weekend, in my hotel room, I whipped up a solution for these users: a whole new module to be added to our suite. It was maybe not perfect, but it was largely complete by the time I proudly unveiled my creation the next Monday.

However, instead of a pat on the back, I was greeted by looks of horror. This module had a whole new name, was not mentioned anywhere in the giant Gantt chart, had never been mentioned before as a concept in any specification document.

I had failed at "predictability." I had unleashed on the poor customer an urgent requirement to do a whirlwind set of meetings and priority changes and updates to the specification documentation and the giant Gantt chart.

In short, I had thrown the whole project into chaos.

This wasn't Tim's last brush with bureaucracy gone mad! Stay tuned for Part 2.

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