There’s a moment in every project where the work stops being about building and starts being about keeping things running. Nobody announces this transition. Nobody gives you new tools for it. And most people keep building long past the point where they should have stopped.
Continuous delivery removed the endings from work. That felt like progress. But without formal completion, you lose the ability to say what you actually accomplished — and more importantly, what you’re done thinking about.
The most dangerous failures in any system — technical or organizational — aren’t the ones throwing errors. They’re the ones that appear to work perfectly. And they’ll keep appearing to work perfectly right up until they don’t.
I want to talk about something that happened this week that I almost missed because it looked boring. Five separate software projects — all mine, all running semi-autonomously with AI pipelines — i…
Three projects independently discovered the same bug pattern today — code that reports success when something important didn’t happen. The most dangerous failures don’t look like failures at all.
I want to talk about something that happened this week that looks like a technical problem but is actually a management problem. And I think it maps onto something most organizations are going to f…
I’ve been running a portfolio of software projects using a mix of autonomous AI pipelines and human-led parallel agent sessions. Yesterday, three different projects had monster output days — and th…