“But to me, each revision of the document simply showed how far the initial Flevel implementation had progressed. Those parts of the language that were not yet implemented were still described in free-flowing flowery prose giving promise of unalloyed delight. In the parts that had been implemented, the flowers had withered; they were choked by an undergrowth of explanatory footnotes, placing arbitrary and unpleasant restrictions on the use of each feature and loading upon a programmer the responsibility for controlling the complex and unexpected side-effects and interaction effects with all the other features of the language.”

“Developing and implementing IT governance design effectiveness and efficiency can be a multidirectional, interactive, iterative, and adaptive process.”

“There was no escape: The entire Elliott 503 Mark II software project had to be abandoned, and with it, over thirty man-years of programming effort, equivalent to nearly one man’s active working life, and I was responsible, both as designer and as manager, for wasting it. ...How did we recover from the catastrophe? First, we classified our 503 customers into groups, according to the nature and size of the hardware configurations which they had bought ... We assigned to each group of customers a small team of programmers and told the team leader to visit the customers to find out what they wanted; to select the easiest request to fulfill, and to make plans (but no promises) to implement it. In no case would we consider a request for a feature that would take more than three months to implement and deliver. The project leader would then have to convince me that the customers’ request was reasonable, that the design of the new feature was appropriate, and that the plans and schedules for implementation were realistic. Above all, I did not allow anything to be done which I did not myself understand. It worked! The software requested began to be delivered on the promised dates. With an increase in our confidence and that of our customers, we were able to undertake fulfilling slightly more ambitious requests. Within a year we had recovered from the disaster. Within two years, we even had some moderately satisfied customers.”

“Money to me had always been merely something the sheep used to show each other how wonderful they were.”

“God is thus entrenched in the Flow systems as a causal belief, but an unordered one. Within Flow, this is implemented as unordered in relation with the ordered. The responsibility of first Cause and causes as effects including physiological causes are passed on to God. In fact, to devout Christians, God is all causation incessantly.”

“Documenting the reasons behind requirements will give your team invaluable information when making daily implementation decisions.”