The problem is caused by the root culture of IT — project-driven funding models, a cobbler’s kids perspective on investing in infrastructure that helps IT (rather than a particular project), and a propensity to never decommission applications. IT systems have grown organically for the last 40 years. They’re a mess. It requires a fundamental change in the way IT operates as a service provider within the organization.
Here is the post on the Yahoo service-oriented-architecture list.
She is of course correct.
And all the while the technical debt is piling up. Maintenance is accounting for more and more of the IT budget. Soon there will be nothing left for new development.
There are of course solutions to this problem, but they require a lot of discipline and vision.
I think the discipline and vision are much less costly & more effective than the annual madness of budgeting in your typical large company.
The first step in moving from forecast-driven projects to feedback-driven... is to change the measurements. The book "Rebirth of American Industry" by William Waddell and Norman Bodek makes a good case that the measurements imposed by traditional cost-accounting methods are the biggest impediment to the successful implementation of lean manufacturing. Similarly, I believe that the measurements imposed by traditional project management methods are the biggest impediment to the successful implementation of lean development. In particular, instead of measuring variation from plan, we need to start measuring the delivery of realized business value.