Well, I did what the author suggested, and wrote down my definition. After a short internal dialog, I came up with this: "Technical debt is the burden that implementation choices may place on future development." Nothing in the article leads me to think that this is either incoherent or irrelevant. With regard to its coherence, I say that it is empirically verified: it actually happens! The claim that it is not techn…
Instead what happens is they say "Well, build what you can for $1m", and you say "Ok, we can make 'a bridge' for that", and then either (a) your infantry can cross, but the tanks have to get diverted 20 miles out of the way, or (b) the tanks end up in the river along with the bridge. Since (b) is bad, you then have to spend a lot of time planning the routes for the tanks, and making sure the tanks have the right air cover, etc etc, i.e. doing more work. More likely, however, is that the manager, who is not a structural engineer, sees a perfectly good bridge and orders the tanks across anyway, causing the loss of the bridge, the tanks, and the war.
It's not debt. It's just (at best) an incomplete solution or (at worst) a bad solution that fails at the worst possible moment - e.g. database collapses during registration for the largest event of the year.
Ah, but surely, if you build the lightweight solution for $1m, and acknowledge the increased costs of managing the problems that it doesn't solve, then thats fine? Sure, but that's not technical debt either! That is scoping: we (engineers + business) identify a workable solution that provides some business value. And then we do that well. When Cunningham, for example, talks about what to do about debt, e.g. YAGNI, these are all good ideas: scoping. But the term "debt" is incorrect in this case. The term "debt" will only ever get a team in trouble as it indicates that the team is unwilling to confront the actual problem as engineering, but only as a broken metaphor.