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From: rfenney@directnet.com (Robert J. Fenney)
Subject: Re: Classic OO Management Mistakes
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Date: Mon, 11 Sep 1995 20:44:24 GMT
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In article <430k4o$j2@mercury.galstar.com>, ichudov@star89.galstar.com
(Igor Chudov @ home) wrote:


>> Stuff Cut <<

I think you all have valid input on this but I think there are at least
three cases: the first is where the programming staff is new to OOP's and
is still learning, the second is that the staff is lazy, and the last is
where the staff just does not have the time!

The first cause is understandable and we all have a responsibility to
educate and help improve our clients and such. The second does not need any
explanation we all know some of these wonderfull programmers, at least I
know that I have cleaned up after enough.

The last case is very hard to understand sometimes because the ramification
change because of factors such as point in time, industry, other projects,
staffing, and a host of other criteria. Sometimes there is more budget to
"FIX" a design after it goes into production than when it is being created.
Look at most MIS budgets and you can see this. When a project is being
implemented in an environment that just does not understand the cost of
development (as is the case with most projects) the staff will and should
make the decision to "cut some corners" when they "UNDERSTAND ALL" of the
ramifications. This is usually not the case either. I find it amusing the
most large organizations will spend a "LARGE" percentage of the development
budget for a third party to review the project, when they could have used
part of that money for staffing to help with the original project. I guess
I could go on for a long time on this subject and I have seen the problem
handled in a number of unique ways, that is the fun of consulting.


Robert
