(drags out soapbox)
I’m no one to defend any organization’s bad service resulting from badly-implemented technology, but as someone needing
twofour turntables and a microphone to keep his company’s high-larious technology running, I am reflexively defensive.
Anyone wanting to know how DISNEYITWHARRGARBL ended up as fragmentary and error-prone as it is must read the six-year-old but still salient Forbes article about the NextGen rollout. Your link: The Messy Business Of Reinventing Happiness.
The Shorter™: it suffered from the sadly common problems attendant to all large projects with a large budget: everyone wanted in, the scope crept beyond reason, VPs and managers relied on “because I said so,” and no one wanted to do the hard, boring, expensive work of project planning.
Pro tip: there’s a reason no one builds cars, airplanes, or bridges using “scrum,” “agile,” or any of the galaxy-brained methods currently afflicting software development.
Read, as the kids say, the whole thing.