I would say it fits, since the person at the top (guy running the company, decision maker, so on) sees the abstractions beneath him, and takes action accordingly. Being a layer of abstraction (as you discuss) keeps you focused in one area, but without much knowledge of what's outside or the companies overall objectives for a specific task. It's hard to find motivation and purpose when you see just code.
There was recent article about people getting bored, and it seems to stems from the same source, visibility and purpose. From experience, the view from the top is all about visibility and purpose. You know why things are happening, and you believe in the reason because you are often the source of the actions. You enjoy the work because you feel the connection.
So how do we create visibility without inviting the increased communications overhead discussed in the mythical-man month? Is it read only, or does there have to be a full feedback mechanism?
I would say it fits, since the person at the top (guy running the company, decision maker, so on) sees the abstractions beneath him, and takes action accordingly. Being a layer of abstraction (as you discuss) keeps you focused in one area, but without much knowledge of what's outside or the companies overall objectives for a specific task. It's hard to find motivation and purpose when you see just code.
There was recent article about people getting bored, and it seems to stems from the same source, visibility and purpose. From experience, the view from the top is all about visibility and purpose. You know why things are happening, and you believe in the reason because you are often the source of the actions. You enjoy the work because you feel the connection.
So how do we create visibility without inviting the increased communications overhead discussed in the mythical-man month? Is it read only, or does there have to be a full feedback mechanism?