by David Epstein
Hardback (6.2×9.3 inches). 278 pages. 2026.
The premise is that limitations in resources contribute to finding efficient solutions to problems and that an overabundance of resources and time contribute to “feature-itis” that creates bloated solutions over budget and over time.
I didn’t know it back in the mid-1990s, but I inadvertently discovered this premise as AT&T editorial director of the consumer web division. At one point in the launch-no launch process, I exclaimed to higher ups that “You’re designing for Version 8. You need to launch the beta version like Microsoft did for Windows.”
As I came out of covering the personal computer industry, I knew companies launched products that were close enough to prime time in order to generate momentum and funds. Alas, ’twas not to be. As my editorial director of business web division colleague noted, “The coolest product never launched.” Presumably, all the code is backed up somewhere in some vault, but at the time, AT&T needed the hard drive space, so the programming staff rigged up the delete key with a macro that deleted the entire site — to the music of some rock & roll remake of the Underdog cartoon theme song.
Anyway, the book leads off with General Magic, who had multinational companies’ investments and a concept IPO in the bank and apparently was designing for Version 8 as well. Featuritus set in and just like that, the company imploded and its alumni went on to start other companies, notably one that brought out the Palm Pilot. Part of the problem was HARKing — Hypothesis After Results Known — otherwise known as selective fact picking for validation. You might know it better as an adage about lies and statistics.
The essential nub of the book: Constraints shut down many possibilities but stimulate more varied and novel exploration of those that remain (p58). Or put another way, constraints show where to focus, such as shifting resources to deal with bottlenecks, assuming said bottlenecks can be segmented enough so that extra people or resources can be used and not stockpiled.
Examples of one sort or another fill the rest of the book. I can buy the concept of constraint even if some of the examples push the idea. He does mention that there is a minimum amount of resources necessary.
The book contains one black and white illustration.
Wargaming often suffers from feature-itis: whether it’s the number of die roll modifiers, or the special exceptions to a general rule, many is the game where chart pondering is more important than tactics or strategy.
That said, philosopher Ludwig Wittgenstein opined no single feature is common to games. Philosopher Bernard Suits rebutted with game play is “the voluntary attempt to overcome unnecessary obstacles” (p232-233).
Cute. James Dunnigan had about the same idea: Wargaming is a hobby for the over-educated.
For management, a little constraint might push product development along. A little more management decisiveness about locking down the development path would be even better.
Enjoyed it.
— Reviewed by Russ Lockwood
