Interesting read but the author's thoughts were all over the place.

I think this should've been two separate blog posts.

Incidentally, this describes what I believe to be the great difficulty of PhD research. You have to take a topic you find interesting and read all possible related work in it, which tends to result in significant scope creep as you realize just how much there is that already does you want to do. Having exhausted your initial energy and excitement for the project, you have to force yourself the remaining 20-30% of he way to the finish line to get that work to a publishable state.

I feel for this a lot, but it's because I don't want to actually write code or build something if there is something workable already out there.

Maybe I lack imagination or curiosity, but it makes it difficult to come up with an idea and follow it through.

I think the author is really just getting at the fact that humans are by nature intelligent and by nature tend to think of similar ideas. So you can either unknowingly complete a project which is inevitably in some sense a replication of another project, or you can do the research first and realize it's partially a replication which is a bit disheartening. I think the solution might lie in realizing that completing a project for the sake of your own learning might be the most important factor. (This is easier said than done is when you are trying to complete novel academic research or when you are trying to make a profit off of your unique project.) But those, too, are more than forgiving to research that seem only to slightly tweak something that already exists.

This is a pretty common failure mode in engineering too.

You start with a simple goal → then research → then keep expanding scope → and never ship.

The people who actually finish things do the opposite: lock scope early, ignore “better ideas”, ship v1.

Most projects don’t fail due to lack of ideas, they fail because they never converge.

> Perhaps there’s some kind of conservation law here: Any increases in programming speed will be offset by a corresponding increase in unnecessary features, rabbit holes, and diversions.

This resonates hard. LLMs enable true perfectionism, the ability to completely fulfil your vision for a project. This lets you add many features without burning out due to fatigue or boredom. However (as the author points out), most projects' original goal does not require these complementary features.

Over planning and scope creep are a problem, but let's not swing the pendulum to far the other way. Some of my most successful projects were projects where I planned out and worked through most of the features ahead of time through the process of modeling my data without any working software to try out. When I'm in that phase, I often don't really know what is too much. If I leave out features I think I or the users will probably want, I spend a lot of time with significant redesign of core aspects of the code. If I'm wrong, the project gets too big and we chalk it up to scope creep.

My ability to get this right is often a matter of how well I know the domain. If I don't know the domain as well I think I do, I fall into a lot of rework. If I know the domain more than I imagine then I waste my time with a baby step process when I could have run. All of this is a big judgement call, and I have "regrets" in both directions.

Funnily this aligns perfectly with the WW2 era CIA Sabotaging handbook https://www.cia.gov/static/5c875f3ec660e092cf893f60b4a288df/...

Organizations and Conferences:

1. Insist on doing everything through “channels.” Never permit short-cuts to be taken in order to expedite decisions.

2. Make “speeches,” Talk as frequently as possible and at great length. Illustrate your “points” by long anecdotes and accounts of personal experiences.

3. When possible refer all matters to committees, for “further study and consideration”. Attempt to make the committees as large as possible – never less than five.

4. Bring up irrelevant issues as frequently as possible.

5. Haggle over precise wordings of communications, minutes, resolutions.

6. Refer back to matters decided upon at the last meeting and attempt to re-open the question of the advisability of that decision.

7. Advocate “caution.” Be “reasonable” and urge your fellow-conferees to be “reasonable” and avoid haste which might result in embarrassments or difficulties later on.

8. Be worried about the propriety of any decision – raise the question of whether such action as is contemplated lies within the jurisdiction of the group or whether it might conflict with the policy of some higher echelon.

Managers and Supervisors:

1. Demand written orders.

2. “Misunderstand” orders. Ask endless questions or engage in long correspondence about such orders. Quibble over them when you can.

3. Do everything possible to delay the delivery of orders. Even though parts of the order may be ready beforehand, don’t deliver it until its completely ready.

4. Don’t order new working materials until your current stocks have been virtually exhausted, so that the slightest delay in filling your order will mean a shutdown.

5. Order high-quality materials which are hard to get. If you don’t get them argue about it. Warn that inferior materials will mean inferior work.

6. In making work assignments, always sing out the unimportant jobs first. See that important jobs are assigned to inefficient workers with poor equipment.

7. Insist on perfect work in relatively unimportant products send back for refinishing those which have the least flaws. Approve other defective parts whose flaws are not visible to the naked eye.

8. Make mistakes in routing so that parts and materials will be sent to the wrong place in the plant.

9. When training new workers, give incomplete or misleading instructions.

10. To lower moral and with it production, be pleasant to inefficient workers; give them undeserved promotions. Discriminate against efficient workers; complain unjustly about their work.

11. Hold meetings when there is critical work to be done.

12. Multiply paperwork in plausible ways. Start duplicating files.

13. Multiply the procedures and clearances involved in issuing instructions, making payments, and so on. See that three people have to approve everything where one would do.

14. Apply all regulations to the last letter.

Definitely have found myself in a similar situation in fact most of the times option 2 happens. I too have caught myself just thinking rather than building and glad I am not the only one who repeatedly tells himself I should just build it rather than enter the rabbit hole of what is out there.

I mean if you don't reconsider the foundation of computer science, mathematics or what even is information, can you truly be building a cool CRM?

i feel a lot are missing the point here of identifying the "why" in why you want to build a project.

do you want to learn a new skill? do you want to scratch a very specific personal itch for just yourself? do you want to solve problems for others as well? do you want to build a startup/business around the idea?

all of these necessitate different approaches and strategies to research and coding. scratching an itch? maybe fully vibe coding is fine. want to learn? ditch the vibes and write by hand and ignore prior art. want to build a business? do some actual market research first and decide if this is something you actually want to pursue.

this post was a good reminder for me to identify the why as early on as possible and to be ok with just building something for myself without always having to monetize a side project which, for me, just zaps all joy from it.