There are great projects. You can go to the moon. You can build a house. You can write a novel. Completing a project does not mean that there is a product.

I spent two years between WebMD and Vitals taking on a monster for the business - optimizing for organic traffic. Once I sorted through a lot of the misunderstandings in the organization, the paranoia, and the downright hopelessness - I presented the business with one option to fix their issues with organic acquisition: make Vitals a better experience for users.

The Chief Technology Officer. The maker of things. The knower of stuff. The solver of problems. The guy who probably has to fix their parents computer each Thanksgiving. But how often should they be coding?

My wife and I were loyal, sheepish players of Alexa's Jeopardy game. Every weeknight like the moths to flame that we are, we would flock to our Amazon device (well, an Alexa-enabled Sonos actually) and commanded Alexa "Play Jeopardy!"

The Scrum Master - a mainstay in Agile culture, particularly Scrum. Heralded by consulting firms, conferred certificates by training academies - here's why you don't need a Scrum Master and why if you have one, they are hurting your agile efforts.

Waterfall. Scrum. Spiral. RAD. XP. Software methodologies are plentiful, all in an effort to make it so that timelines and budgets are predictable. They are an attempt to create repetition and commonality within software development. But they are a lie.

In a place far away and long ago, teams used to be asked "when will this be done?" which at some point go confused with "how much time will this take to finish?" Business stakeholders and software engineers - forever separated by semantics and the inability to communicate were united by consultants who came up with an abstraction: story points. Ever since, we have been in hell.