> They initially told him the design was good as is and required no feedback and change, but once the project was about to be deployed they suddenly became very opinionated
Because the design usually is presented in a way that looks the most plausible, default-looking and approvable, hiding the real problems and decision points. And when the project is close to being deployed, the problems become visible.
Very rarely I see design being presented like 'here is the problem we need solve, here are the constraints, here are the unknowns, by this logic we come to this solution'. One of the reasons this rarely happens, is that in big organisations there is often a hidden agenda like 'I want as many people and departments as possible to start depending on me so I can get my promotion'.
It’s the senior+ SWE’s responsibility to ask those questions at the design stage. If the design was approved without those details, that is a failure by technical leadership.
unless you're in the weeds everyday of a specific problem, it can be hard to ask the right questions. often times the most important details are the ones that are omitted
Because the design usually is presented in a way that looks the most plausible, default-looking and approvable, hiding the real problems and decision points. And when the project is close to being deployed, the problems become visible.
Very rarely I see design being presented like 'here is the problem we need solve, here are the constraints, here are the unknowns, by this logic we come to this solution'. One of the reasons this rarely happens, is that in big organisations there is often a hidden agenda like 'I want as many people and departments as possible to start depending on me so I can get my promotion'.