Process is a Cost, Focus on Why

For software engineers, the mention of “process” often evokes a collective groan. It’s not hard to understand; at its core, process represents a fundamental cost. This cost is paid in effort, focus, and morale. Yet all processes arise for a reason. Understanding “why” a process exists is key for teams to get the most bang for their buck or stop paying the cost completely.

The Cost of Process

Software engineers thrive on creativity, innovation, and focused exploration. Process can feel like a stifling straightjacket. It demands attention to detail, adherence to standards, and the completion of mundane tasks. This diversion of effort and focus from the core act of creation is the cost. That diversion from creation has the potential to kill team morale.

The Benefits of Process

At its best, process serves as a roadmap, guiding teams toward their objectives with efficiency and consistency. Process can ensure quality, foster accountability, encourage collaboration, raise visibility of important information, and mitigate risk. In the fast-paced, error-prone world of software development, these benefits are essential.

Focus on the “Why”

Understanding the “why” behind a process is crucial. It’s not enough to follow procedures blindly or because “that’s how it’s always been done.” The rationale behind each process needs to be clear and compelling. Why do we do it? This question allows teams to evaluate the true cost of a process and to determine whether it’s worth it.

Without a clear understanding of the “why,” processes can quickly become Byzantine, ceremonial, and, ultimately, unnecessary. They lose their effectiveness and become mere checkboxes on a list, draining resources without providing real value. They become vampires, sucking the creativity out of your team.

When the Cost is Too High

A team may discover, in their retrospective, that the cost of a process is too high. Knowing the “why” enables teams to react. It allows for the experimentation of new processes, the refinement of existing ones, and the shedding of those that no longer serve a purpose. This agility is key when yesterday’s best practices can become today’s hindrances.

The “why” of a process is a litmus test for its necessity and effectiveness. If a process is too costly, fails to achieve its intended goal, or simply doesn’t align with the team’s objectives, then it’s time to change. Instead of just dropping the process, the “why” compels us to solve our problem in a different way. Our needs may not have changed, but how we achieve them must. This follows the entrepreneurial maxim, “fall in love with the problem, not the solution.”

Conclusion

Wariness of process is understandable, it’s also important to recognize the value that well-conceived processes bring. By focusing on the “why,” teams can navigate the delicate balance between structure and flexibility, ensuring that processes serve as tools for achieving goals rather than obstacles to innovation.