People regularly find me quoting a Goethe poem called “Art and Nature”. It is the only Goethe poem I’ve read and remembered (except probably during German classes in highschool, but that’s repressed memory), and the bit I quote is at the far end; I like to quote it because it contains such a cardinal truth in such a succinct statement that I’m jealous at the power of poetry.
Here’s the poem translated by David Luke:
Nature and Art, they go their separate ways,
It seems; yet all at once they find each other.
Even I no longer am a foe to either;
Both equally attract me nowadays.
Some honest toil’s required; then, phase by phase,
When diligence and wit have worked together
To tie us fast to Art with their good tether,
Nature again may set our hearts ablaze.
All culture is like this; the unfettered mind,
The boundless spirit’s mere imagination,
For pure perfection’s heights will strive in vain.
To achieve great things, we must be self-confined:
Mastery is revealed in limitation
And law alone can set us free again.
The last three lines are the interesting ones, and I keep coming up at situations where they apply, especially at work.
A lot of people, especially those newer to the field, are awed by the fast pace of development and the constant stream of new toys. And people, techies first, want to play with these new toys: new languages, new databases, this whole cloud thing, surely there must be a problem that’s just dying to be solved with a new toy.
However, if you’ve been around for long enough, you notice patterns and repeat cycles. After some thirty years of doing paid coding work, there is the realization that these new toys are invariably pushed by very skilled sales people and that they never present a silver bullet, and that the actual hard parts of our work are more mundane and less prone to change:
- Write really good code, which is made hard because good code wants to be simple and business requirements usually don’t have that characteristic;
- Work with Peter L Deutsch Fallacies of Distributed Computing and know your systems’ limitations. Hint: a website is a distributed system, so there’s a fair chance that you’re working on a distributed system right now.
- Know design patterns and when and where to apply them (I’m a card-carrying Hillside Group member because I think that patterns are a very powerful tool to distill and share knowledge).
There’s probably more to that list, but this is what pops into my mind right now as things that haven’t really changed since I started typing away on my first paid gig. As the French say, “plus ça change, plus c’est la même chose”. As I progressed from deployment through a 5.25” floppy disk handed out to my first customer the tools changed, but the business problems I was solving and the way in which we went about it did not change a lot. And the shinies that sales people and enthusiasts told me to use sometimes helped, sometimes not. As I progressed, I started focusing more and more on becoming really good at these core skills and less on a language, a library, or the newest way to send messages from A to B reliably (something solved in the ’80s with store and forward style mail delivery systems, by the way).
What does this have to do with “Love thy Product Owner?”
A PO will let you focus. A PO has a list of business problems, ideas, and whatnot that is good for four years of work for your team, everything must be done yesterday because a competitor popped up, and can we please stop talking and start typing?
As the prime representative of the business you’re working in, your product owner will rub your nose in the dirty every day reality of doing business and will make it clear that playing in the sandbox with new toys is not something that will make them, or by extension the business, happy.
Your product owner restricts you. They are the “limitation” in Goethe’s poem. Your company’s architecture, chosen stack, tools, and production platform is the law. They work together to allow you to shine, set you free, and show your mastery. Mastery in solving business problems by focusing at the domains I listed above, and becoming really good at them. Not mastery by getting a new tool from the shelf and applying it because a) it’s more fun that way and b) maybe it will actually solve your problem this time. There’s a time and space for that, of course, but make “innovation” the exception, not the norm.
The norm is good, honest, writing code. The best code you can deliver and that makes your business happy now and in the future. Sure, learn new languages, toy with new tech - it’s important to see what’s out there because some day, your PO will come with a new idea and one of the things you toyed with 8 months ago seems to fit the bill exactly. But it is a side gig, and frankly mostly an optimization; your real leverage sits in your core skills. Writing good code is hard, but delivering good code is extremely fulfilling. And it is more satisfying than chasing new shinies, toying with tools that come and go over time, and - worst case - being in a development team that has to spend half its time on maintaining three language stacks, two relational databases, four messaging systems, and knowledge about half AWS’ product catalog just because your predecessors tried to solve relatively simple business problems by just constantly hunting for new tools.
Chose a stack, stick with it. Embrace the law it lays down, as it lets you focus; love thy product owner, because a decent one will put the pressure on your team that will help you excel.
(If you made it here: thanks for reading, and big thanks to @dileshnij for proofreading multiple times!)