请问HN：对齐税
我正在与工程领导进行对话，他们表达了对不仅仅是代码，还有许多与代码相关的其他问题的担忧：
1. 工程团队与其他利益相关者之间的对齐问题，导致需求最终确定的延迟。
2. 在冲刺中期范围发生变化，这在规划时没有考虑到，因此推迟了截止日期。
3. 对系统X最了解的工程师请假或离开公司，导致决策延迟。
4. 高级工程师在冲刺中期因已批准设计中的一些缺陷而更改了设计。
5. 识别出对其他团队的依赖，而这些团队因其他紧急任务而无法抽身。
……等等。
我很好奇你们公司情况如何。你们团队经历过的最昂贵的协调失败是什么？这给公司带来了多少成本？
查看原文
I am having conversations with engineering leaders where they have expressed concerns that it's not only the code but a lot of other things around code:<p>1. Alignment between engineering teams and other stakeholders which causes the delay in finalising the requirements
2. Scope changing mid sprint, which was not accounted during planning, hence pushing deadlines
3. Engineers who have the most context of system X, is on leave or have left the company, hence decisions are delayed
4. Senior engineer changing the approved design mid sprint because of some flaws in approved design
5. Identified dependencies on other teams who have their hands tied up with other urgent tasks
.... & so on<p>Curious what this looks like at your company. What's the most expensive coordination failure your team has experienced? How much did it cost the company?