[wyc]

In Peopleware, Tom DeMarco thinks it's because a business's customers will tolerate lower quality software, so there are diminishing marginal returns to revenue as investment in software quality continues. He predicts that while this management style works wonderfully for the bottom line in the short run, it causes long-term ailments such as team dissatisfaction, overly complex architectures, and other issues that may be more expensive overall.

Quality and security become increasingly important as we depend even more on software systems for essential functions such as cars, power grid management, agriculture, etc. Unfortunately, this situation is all too similar to how many opt for the emergency room over preventative care.

We should also consider that many businesses wouldn't exist if not for lax quality requirements for software products. How many product V1s are chock full of bugs and exploits, and to what extent is that okay? What about open source? As usual, it's pretty complicated.

[finance-geek]

To take this a level higher -- managers are often rewarded on quarterly or annual targets, not long-term targets. When it managed a large software team, it was very difficult to budget time/money for quality -- if I did, peers would swoop in and try to take my position under the guise of "he's overspending for the task." It takes good, strategic prioritization all the way up the management chain to build quality.