>And, sometimes, the issues are severe, to the point where one might even say the thing actually doesn't work.
>I find this last category a bit mysterious, as when I look up discussions on how the thing got into this state ...
I'm currently on the dev side of such a product and can tell you one way it can end up like this.
Leadership decides a new feature is required, but refuses to commit to writing what they want. Through a bunch of meetings and calls developers have learned a number of vague requirements to the product, many which are conflicting, just as many are unclear if they are long term features or needed immediately.
The result is something that implements - to the letter, but not the spirit - of what the developers can agree on from this vague mountain of requirements.
The feature is returned to leadership in the hopes that having something tangible will make it clear what leadership actually wants.
However, leadership returns with a "Looks great, can you add?" and they sign off and we begin the next sprint.
While I agree on the fact, this is the typical case where you need a business analyst in between to 'translate' that requirement and confront the leadership if it is unclear.
If you mean that leadership IS the business analyst, then you are in trouble :D
>I find this last category a bit mysterious, as when I look up discussions on how the thing got into this state ...
I'm currently on the dev side of such a product and can tell you one way it can end up like this.
Leadership decides a new feature is required, but refuses to commit to writing what they want. Through a bunch of meetings and calls developers have learned a number of vague requirements to the product, many which are conflicting, just as many are unclear if they are long term features or needed immediately.
The result is something that implements - to the letter, but not the spirit - of what the developers can agree on from this vague mountain of requirements.
The feature is returned to leadership in the hopes that having something tangible will make it clear what leadership actually wants.
However, leadership returns with a "Looks great, can you add?" and they sign off and we begin the next sprint.