I'm of a mind to reduce documentation as much as possible, or keep it as vague as possible. That's because I came from an environment that insisted on incredibly detailed, formal, approved-by-everyone-including-the-mens-room-attendant, documents. These became "concrete galoshes"[0] that turned what should have been an agile, iterative project into a waterfall behemoth that cost a mint, took forever to make, and deliv…
> basically requires that everyone involved be extremely experienced, and kept together as a team for years Yep, that's the issue. Businesses can't codify that approach into a process because they can't make any guarantees around that. Your approach is "conclave of wizards." It's a high-output approach that is the right thing for some problem domains, but (a) it isn't repeatable and (b) it isn't sustainable (if a cri…
In some cases, yes. That's exactly what needs to happen.
If the business model is dependent upon the "conclave of wizards," then they are a critical path resource, just like a major supplier or business partner, which, if withdrawn, could doom the company just as certainly.
If the corporation refuses to treat that resource as a valuable, critical resource, then they don't deserve to stay in business.
Managing that type of team is not something that is really taught in school. It comes from experience, and also requires a level of empathy that is, quite honestly, almost nonexistent in today's business culture.