This story is 100% true.

I got hired onto a team of construction workers to build a house. We set up a meeting with Management to find out what kind of house they wanted us to build, where’s the floor plan, what it’s going to be used for, who it’s for, etc. Management said that they didn’t know all that, we should just get started. They told us that we were going to use “Agile” which means that we just work on small deliverables and build the thing incrementally.

The developer team lead argued that we at least need to know how big the thing is going to be so that we can get started pouring the foundation, but Management told him they just don’t know. “What we do know,” Management said, “is that the house is going to have a bathroom. Just start there, and we’ll know more when it’s done. You have two weeks.”

So we just bought a port-a-potty, and screwed around on the internet for two weeks. Management was outraged. “You call this a house? This is the worst house ever! It doesn’t even have a tv!”

So we bought a tv and put it in the port-a-potty, attached to an outdoor generator. We were going to buy a a dvd player and get it hooked up to cable, but Management rejected the expense request, saying that they didn’t know if we needed it, and we’d come back to that later.

Management decided that we definitely need storage space, so we bought a boxcar and duct-taped the port-a-potty to it. Then to our horror they set up some desks and put a few miserable business interns in there. It went on like this…

After a few years the boxcar grew into a huge, ramshackle complex. It floods, leaks, it’s frozen in the winter and an oven in the summer. You have to get around in a strange maze of cardboard tubes, ladders and slides. There are two equally horrible separate buildings. We’re still using just the one outdoor generator for all power, so electricity is tightly rationed.

Communication between the buildings was a problem. For one of them, we use a complex series of flag signals. For the other we write notes on paper, crumple the paper up, and toss it over. Both of these methods were suggested as jokes, but Management really liked them for some reason. The buildings mostly talk to each other but they have to talk through us, so most of what we do is pass messages on.

It was suggested that we use paper airplanes instead of crumpled up balls, but the fat, awkward fingers of the Business Majors who inevitably take those jobs couldn’t be trained to make them. I built an awesome automatic paper airplane folder, but once again they couldn’t be trained to use it, so they just went back to crumpling the notes up in balls.

The worst part of all this is that it’s working. Everyone is miserable, but the business is making money. The bright side is that this nightmare complex is done so now we know what kind of building they actually needed in the first place, so we can start work on it. Obviously we can’t tell Management anything about what we’re doing until it’s finished. They noticed the gigantic hole in the ground where the foundation is coming in, but we told them that it’s a cache reset, and they mostly ignore it except when the occasional customer falls in.

I’ll probably be out of here before the new building gets finished. I could get a 50% raise by switching jobs, but Management still doesn’t think I should get a raise because I missed a couple sprints.

I'm tired of working for small companies.

I'm always either the sole developer, or the only dev for a specific stack, and therefore don't have anyone to ask for help. If I can't figure something out, it just doesn't get done.

It also means I don't have anyone to bounce ideas off, do code reviews with, or even friggin' have someone who understands what I do.

It sucks.

It would be nice to have someone I could actually ask for help! As it stands, I tear my hair out in frustration until I'm desperate enough to beg for help on discord or SO. whereupon, of course, I get ignored, as per usu. asdjfklasdjf

It really sucks.

It also means that I'm often surrounded entirely by sales people and managers... you know, those super-talkative people? who basically get paid just to talk? and are absolutely computer illiterate? Yeah. Think someone who says "I need my deliverables by end-of-week," "customer success representative," "turnkey solution," etc. completely seriously. (ew).

They're the people who constantly wonder why I can't push `n` features in `n/4` days, and ofc can't understand anything I say in response because of the aforementioned illiteracy. They're also the people who, almost every week, ask how long `y` is going to take, and then yell "But I need it by Friday! I just sold 50 clients on it!" (And they do this, of course, without ever asking for timelines)

It really fucking sucks.

Though I suppose larger companies would still have these problems.

but at least I could ask for help once in awhile. that would be nice.

Senior Management: We are severely disappointed in the timeliness of the two apps you built this year. You had budgeted 3 months for one and it took 4 months and the other was budgeted to take 4 months and took 5 months. We understand that we doubled the requirements halfway through and but that doesn’t take away from our need for you to deliver on time. We provided you with two extra devs on the project! We know they were novices and you had to train them from the ground up during the project, that doesn’t matter. The extra resources should have helped you but your lack of leadership ability is what caused them to hold you back. We know our other team with a budget of 6 months took 2 years on their project and was still unsuccessful but that is a different scenario! That was a pre-built 3rd party ERP plugin, way more complicated and nuanced than simply building and deploying something from scratch. Yes we’re aware your projects were the only successful tech projects at the company this year, that’s just luck and coincidence. The next app we need you to build in 6 months, no questions asked. It needs to consolidate and tie together our 3 different ERPs. Everything that we need out of these products that they don’t do out of the box we need you to wire up. We will decide the exact requirements in a month or so, for now just get started. Yes your apps changed the way we do business and allowed us to complete projects smoother than ever before while saving millions of dollars in wasteful and archaic processes that is OLD NEWS. Stop bringing it up. The successes of yesterday are the status quo of today. Don’t expect any new resources either, you clearly can’t handle them. You will now be giving status updates to 3 different managers as a corrective action to your missed deadlines in order to ensure the timeliness of future deliverables.

Dev: …

Monday Status Report:
Production: Fucked,
Dev: Super Fucked,
Deliverables due today: Extra Fucked,
Phone: Ultra Fucked (rant brought to you today by Chrome ext),
Car 1: Mega Fucked,
Car 2: Slightly Fucked,
Jeep: Completely Fucked,
House: Copiously Fucked,
Today: FUCK

I'm getting so pissed off by this client, here's the gist

We signed agreement defining the following deliverables:
- news page and news article page
- releases page and release info page
(it's a guy from a record label)

After the signature we (me and my colleagues) went to work and finished all that (+ a little more actually, yea I know never overstep your agreement right but we did) and we got paid (all good)

Now after payment he's asking us to do more (some kind of mail installation thing), so I obviously tell him, as I actually have many times before, that our agreement only stretched as far as those 4 deliverables and we wouldn't work without a new agreement defining a new set of requirements or an hourly rate.

Next he goes and tells me the following
==
We already have an agreement. I'm not paying you on an hourly rate as you are not next to me. Let me know
-- First off no we don't, the agreement only covered the 4 pages
== immediatly after
Also you really need to work on your costumer service. Your attitude is very rude. I don't know how many clients you have but all this distrust attitude is not in your favours. Let me know if you want to proceed?
-- Are you fucking kidding me? I am rude and distrustful? I JUST DO MY FUCKING JOB YOU PRICK

Sorry just need to let off some steam

Yes of course we can have a fourth meeting this week to discuss possible KPI’s for the project.

I have a suggestion though, since the first deliverable is 3 weeks away and it doesn’t work yet, maybe I could spend time ON the project ... so I can build something that could be a KPI ... and not piss off the other companies for delivering nothing.

Of course I’m not a manager, so what do I know, but this shit might be why people keep leaving the team. Perhaps devs don’t enjoy having no time on the project while simultaneously being yelled at for not getting it done.

No amount of backend code is seen as progress by client.

Have a web store app project that is running and looking beautifully and is currently connected to nothing.

Got scolded this week for not having any new deliverables.

Spent 15 hours on security updates and database architecture.

Hi ceo_candidate:

Welcome to CEO 101:

Q: How do you impress shareholders?
A: Without understading any processes, I cut down half of the IT team, saving a few 100k a year. Adding stress to the remaining team that now has to maintain lots of extra stuff. But, who cares? I still will expect my deliverables on time.

That is correct!

Achievement unlocked: Advanced CEO Practices

So today was shite. I get done with classes for today after going to work in the morning( college student) and I get a phone call. SURPRISE! We have a client meeting in twenty minutes.

My class runs from 5-9 and the meeting was scheduled at 7:30. I was let out early thank god. Then made sure that we had deliverables for the project running and ready to go.

Meeting with the client went well and he was pleased with my progress.

Now I have been the only one developing any sort of deliverable for this website. It originally started out with three people. The main developer will call him Cunt and a front-end dev that isn't on the project anymore.

FUCKING CUNT DECIDED TO COME AT ME FOR SAYING THAT THERE WAS A MISCOMMUNICATION ERROR AND ONE OF THE TASKS WASNT FINISHED. THEN CUNT ASKED IF I HAD ALL OF THE FRONT DEVS PAGES TO WHICH I SIGHED YES. CUNT FUCKFACE PROCEEDED TO EDUCATE ME ON HOW TO TALK TO OTHER DEVS AND NOT MAKE CRITICIZE HER CODE. UM CUNT YOU HAVENT COMMUNICATED WITH HER FOR THE THREE MONTHS IVE BEEN ON THIS PROJECT. AND YOUVE CONSTANTLY AVOIDED BEING IN THE OFFICE WHEN ANYONE IS PRESENT AND EVEN SHOOED HER AWAY. THE FACT THAT CUNT ISNT FIRED IS BECAUSE I TOOK LEAD ON HIS PROJECT AND HAVE MAKING EVERY DEADLINE FOR THIS AND OTHER PROJECTS.

*breaths*

Moral of this. Don't be a CUNT!

That moment when months of invisible backend development results in an explosion of deliverables.

Please allow me to share my thoughts since I can't totally outrage my frustration because we have this so-called fasting to control our anger towards a person we currently disagree with.

A letter from your loving, sincere, pretty and gorgeous working partner to my young, chubby, smart and clever colleague:

Please do cooperate in times of live editing from the FTP since CTO is not and will never be going to appreciate version control since CTO is too tired for giving a shit and just want deliverables be delivered as fuck perfectly regardless of the resources that we have.

As you know, I tolerated you for not getting the freedom of live editing as what you've experienced from your previous team lead. All I ask of you is to get fresh file from FTP whenever we touch the same file because firstly, God knows how frustrating it is how your hard work is going to be replaced and be gone as much as I do. Secondly, I don't want you to experience how pain in the ass could this be in the long run, and lastly, I don't want any hard feelings to be wasted just because of this.

P.S. I'm too shy to send this to you because I don't want to hurt your feelings and don't want to sound too seriouz and feel old. I also hope we share the same telepathic understanding so we can agree with each other.

Your loving, sincere, pretty and gorgeous working partner,
xoxo ❤️

(thinking of stating my first name) 😂

TLDR; Go to bottom of post.

Around this time two years ago was the start of my group project in University. The project was to write an app in android and have a web side to it too. The group was to be overseen by a member of staff. The first meeting was introductions and to look at the spec, during the second we were to decide a group leader (PM) and other positions.
A person I shall call BD and I volunteered for PM. I didn't have experience with leadership but wanted some, and was the only one with confidence in android, the biggest part of the system. I got four of the votes.
BD, with his scouts experience, not being afraid to breathe down people's necks and bash some heads together, and having been PM last year, with his group receiving 69% (he failed the year and was resitting), earned 5. One guy was missing.
When it came to sorting out roles and responsibilities, BD confessed to not being a strong coder but that he'd help here and there. His role was planning our deadlines, doing our Gantt chart for deliverables, and was supposed to write a really detailed spec. He didn't have it at the meeting of the next week, as it was still in the works, and never messaged anyone. Next week he turned up with a Gantt chart of 1A4 page that only included the deadlines and deliverables in the spec, with three colours. One for android team, one for DB guy, and one for web team.
The guy who didn't turn up for voting got a girlfriend, a job at mcdonalds and did barely a thing. One guy in the web team did everything, carrying his friend who wouldn't do work (and also got swept out to see in a rubber boat with one of his bros lol (he was rescued)), and even though I'd done android dev I wasn't as quick a learner as two others in the team. Out of 10 people, 6 did real work.
The web guys stopped coming to meetings as they were taken over by android talk, and as we were quite behind, BG tried yellow carding them. They turned around with the website pretty much done, this one guy doing more than the 4 of us on android had. Yellow card lifted. We'd already complained about BD and his lack of everything (except screen brightness as he sat at the front of the lecture theatres with his wide brimmed hat looking at 9gag and videos (remembering he said he was resitting that year)) but grew a stronger dislike. Found out that he spent most of his time with his gf at our secretary/fellow android dev's house. Come coding week, he disappears entirely, only to attend meetings. He gave us a shell of the android code used for his previous year's project (along with documentation, complete with names and dates of updates, most of them (including the planning ones BD was supposed to do) bearing either one of two names. It was behind where we were at the time and had a lot of differences to our spec, and if we had used it BD may have used that to pull us down with him if things went wrong. He resurfaced at the end with the final documentation of how we'd all done, including reports on how each member had performed, which we were supposed to have reviewed. Our main, most proficient dev he accused of being irritable and brash, and a bad communicator. He was Norwegian, his voice was just a bit gruff, and he was driven and didn't waste time. He bashed the web team for not turning up, and had already been rude and unhelpful to everyone who voted for him in the first place.
In our own reports we all devoted paragraphs to delicately describing his contributions, excluding his suggestion that we use the code he gave us. Before we had our results and our work was completed, he individually kicked us from our group's facebook group and unfriended us.
Our 43% mark at the end, coupled with his -40% penalty from the red card we had him on, felt good, but not as good as a better result would have, especially as the fool that was BD would be inflicted on a group a third time. He changed to some other course after that year finished, so he must have failed his resit of second year.
During third year, a friend of mine who was PM for a group that passed well passed other things with too slim a margin to be happy, so chose to resit the year. He didn't have to do the group project again, and had that time free. But BD had to resit. His group had 69%. A yellow card with a 20% deduction wouldn't do it, so he MUST have had a red card as PM his previous year. Well that didn't come up when he claimed credit for his team's 69% during elections... My housemate's compsci boyfriend 2 years up overheard me talking about him, he was in 1st year with BD. BD failed and resat 1st year too. 4 years and he couldn't make anything stick. I feel bad for him through understanding the pains lack of work and internet distraction bring, and unfortunately I can't wish bad things on him because he brings them on himself. I wish I never see his face again though.

TLDR; Guy in group project lies and is dishonest from start to finish, getting PM pos by 1 vote. Gets what he earns.

!rant

Upper management finally caved in to the endless change requests from business and explicitly made the following statement:

"We won't overpromise and under-deliver. With that, we are reducing the committed scope of development work per sprint, but will continue to deliver the same final deliverables by the delivery dates"

So all our compressed project timetables just got uncompressed, and we finally have the breathing room we've been begging for since 2017. Any change requests from business will be (finally) backlogged.

On the other hand, the number of projects have increased to fill out the new extra dev time, but at least we're now less stressed at work. Priorities!

We started working with some pretty big (in data volume) client. Around 4.000 projects with about 10 to 15 deliverables by project. Our software helps them plan/manage that.
US : Hey, so on this page we only display first 10, so it is fast and you can adjust using filters.
Client: No, I want to see all 4.000 projects on the same page
US : Well, for one year it will generate : 4000x10(deliverables)x12 editable fields. Your browser will crash. (No time to add virtual scroll)
Client: No, I want to see all 4.000 projects on the same page
US : Ok, here is pagination to help you.
Client: No, I want to see all 4.000 projects on the same page
US: …
Tomorrow is going to be fun.

I need some advice here... This will be a long one, please bear with me.

First, some background:
I'm a senior level developer working in a company that primarily doesn't produce software like most fast paced companies. Lots of legacy code, old processes, etc. It's very slow and bureaucratic to say the least, and much of the management and lead engineering talent subscribes to the very old school way of managing projects (commit up front, fixed budget, deliver or else...), but they let us use agile to run our team, so long as we meet our commitments (!!). We are also largely populated by people who aren't really software engineers but who do software work, so being one myself I'm actually a fish out of water... Our lead engineer is one of these people who doesn't understand software engineering and is very types when it comes to managing a project.

That being said, we have this project we've been working for a while and we've been churning on it for the better part of two years - with multiple changes in mediocre contribution to development along the way (mainly due to development talent being hard to secure from other projects). The application hasn't really been given the chance to have its core architecture developed to be really robust and elegant, in favor of "just making things work" in order to satisfy fake deliverables to give the customer.

This has led us to have to settle for a rickety architecture and sloppy technical debt that we can't take the time to properly fix because it doesn't (in the mind of the lead engineer - who isn't a software engineer mind you) deliver visible value. He's constantly changing his mind on what he wants to see working and functional, he zones out during sprint planning, tries to work stories not on the sprint backlog on the side, and doesn't let our product owner do her job. He's holding us to commitments we made in January and he's not listening when the team says we don't think we can deliver on what's left by the end of the year. He thinks it's reasonable to expect us to deliver and he's brushing us off.

We have a functional product now, but it's not very useful yet and still has some usability issues. It's still missing features, which we're being put under pressure to get implemented (even half-assed) by the end of the year.

TL;DR
Should I stand up for what I know is the right way to write software and push for something more stable sometime next year or settle for a "patch job" that we *might* deliver that will most definitely be buggy and be harder to maintain going forward? I feel like I'm fighting an uphill battle in trying to write good quality code in lieu of faster results and I just can't get behind settling for crap just because.

Headhunter: "For this new role you would be the first developer in the company responsible for both the back and frontend, you will also have to test your deliverables, give support to users and report to the..."

*CLICK*

Had to hang up on dat shit 🙉

After the 4th time of being reminded to log all possible hours, including those for which I’m mostly researching and not producing code or deliverables, I’m finally just doing it. I hate billing for low impact activities. A) Because I’m slow at everything and B) If I were the client I’d be pissed that I got charged 2 hours for what amounted to 10 minutes of actual coding and launching the feature.

!rant

Hello World!

Just wanted to ask about the best souvenirs in Munich, Germany?

Our CTO is currently having a consultancy work in Munich, and would like to let him repay his debts for not delivering deliverables on time or should I spank his butt instead? So much for his demands and ignorance! 🤔 😈

Or any recommendations that could be of help?

Danke!

My project manager decided to go full micromanager today. So members of the team have been emailing our manager and the PMs manager to explain why what he's doing is bad both for our deliverables and our moral

The client wants the booking project to be all in JS Framework (not specifying any) and NO PHP since client hates PHP (and I don't know why) from the very beginning when the only dev was my former front-end partner (lead dev).
I was wondering why the client still continued the project, YET the file extensions were still on PHP. I asked the lead dev what happened and answered he didn't know know how to start migrating to JS framework and just started NATIVE PHP.
Still, as being a good dev and a supporter to lead dev, did accept and the project as lead dev's assistant. Fixed bugs, enhancement and responsive (DEMMIT, I FREAKING HATE RESPONSIVE) and later complained why am I doing front-end tasks, when it's not my task, supposedly. I EXPECTED MORE ON BACK-END TASKS!

(HERE'S THE EPIC ADVISE GOES AND CALLED OURSELVES MASTER)

Me: Master, why did you not started the project in JS Framework instead of native php?
Lead Dev : You know what master, this project has been already done if the client allows US to use WordPress for this project will still be migrated to JS. And now, WE are trapped to make every window size be responsive since there are already a standard for each window screen.
Me: (DO NOT INCLUDE ME IN YOUR FUCKING SORCERY! I DON'T KNOW WHAT YOU DID THERE AND WHY D'YOU ACCEPT THIS PROJECT, SLAVE, WHEN YOU ALREADY KNOW YOU DO NOT KNOW HOW TO DO IT, IN THE FIRST PLACE. STOP BEING A DICKHEAD AND DO NOT WASTE CLIENT'S MONEY AND EFFORT FOR YOUR USELESS BUNCH OF SHIT!) Indeed, responsive is a such a pain in the arse.
Lead Dev: Maybe, let's just finish our tasks first and wait the project to be migrated to JS.

P.S. The project manager and client asked me if I do know how to migrate the project from native PHP to JS framework and sabotaged lead dev. OFCOURSE, YES! But, I did not respond that quickly, unless eerm, you know, I earn greater than lead dev. Truth be told and practically speaking, it's really unfair for me if I accept the back-job when the lead dev delivers inaccurate deliverables and earned greater than me. No way, Jose!

Now, I am not working with him because I'm super done with him and later did I know, lead dev is looking for Drupal dev to be working for the booking project.

I begin with the optimism and the joy that I am creating something new that will improve people's lives.

I listen to the user and analyze the current process in depth.

I try to suggest additional value to the system for the users consideration. Sometimes they do not realize we can improve 10x rather than 2x.

I learn what the users goals are and what they want out of the system. We think about reports and downstream value. Sort of working from the end to the beginning (data ingests and upstream processes that will feed the system).

After the user signs off on the requirements and deliverables and I have a realistic project plan I begin to code.

It works and has worked for me every time for a long long time.

I know I’ll get mixed views for this one...

So I’ll state my claim. I agree with the philosophy of uncle bob, I also feel like he is the high level language - older version of myself personality wise.. (when I learned about uncle bob I was like this guy is just like me but not low level haha).

Anyway.. I don’t agree with everything because I think he thinks or atleast I get the vibe he thinks everything can be solved by OOP, and high level languages. This is probably where Bob and I disagree. Personally I don’t touch ruby, python and java and “those” with a 10 foot pole.

Does he make valid arguments, yes, is agile the solve all solution no.. but agile ideas do come natural and respond faster the feedback loop of product development is much smaller and the managers and clients and customers can “see things” sooner than purly waterfall.. I mean agile is the natural approach of disciplined engineers....waterfall is and was developed because the market was flooded with undisciplined engineers and continues to flood, agile is great for them but only if they are skilled in what they are doing and see the bigger picture of the forest thru the trees.. which is the entire point of waterfall, to see the forest.. the end goal... now I’m not saying agile you only see a branch of a single tree of the forest.. but too often young engineers, and beginners jump on agile because it’s “trendy” or “everyone’s doing it” or whatever the fuck reason. The point is they do it but only focus on the immediate use case, needs and deliverables due next week.

What’s wrong with that?? Well an undisciplined engineer doing agile (no I’m not talking damn scrum shit and all that marketing bullshit).. pure true agile.
They will write code for the need due next week, but they won’t realize that hmm I will have the need 3 months from now for some feature that needs to connect to this, so I better design this code with that future feature in mind...

The disciplined engineer would do that. That is why waterfall exists so ideally the big picture is painted before hand.

The undisciplined engineer will then be frustrated in the future when he has to act like the cool aid man thru the hard pre mature architectural boundaries he created and now needs links or connections that are now needed.

Does moving to agile fix that hell no.. because the undisciplined engineer is still undisciplined.

One could argue the project manager or scrum secretary... (yes scrum secretary I said that right).. is suppose to organize and create and order the features with the future in mind etc...

Bullshit ..soo basically your saying the scrum kid is suppose to be the disciplined engineer to have foresight into realizing future features and making requirements and task now that cover those things? No!
1 scrum bitch focuses too much on pleasing “stake holders” especially taken literally in start ups where the non technical idiots are too involved with the engineering team and the scrum bastard tries to ass kiss and get everything organized and tasks working so the non technical person can see pretty things work.

Scrum master is a gate keeper and is not needed and actually hinders the whole process of making a undisciplined engineer into a disciplined engineer, makes the undisciplined engineer into a “forever” code grunt... filling weekly orders of story points unable to see the forest until it’s over because the forest isn’t show to the grunt only the scrum keeper knows the big picture..... this is bad this is why waterfall is needed.

Waterfall has its own problems, But that’s another story for another day..

ANYWAY... soooo where were we ....

Ahh yess....

Clean code..

Is it a good book, yes.. does uncle bobs personality show thru the book .. yes lol.
If you know uncle bob you will understand what I just did with this post lol. I had to tangent ( at least mine was related to the topic) ...

I agree with the principles of the book, I don’t agree with the extreme view point. It’s like religion there’s the modest folks and then there are the extremists. Well he’s the preacher of the cult and he’s on the extreme side.. but that doesn’t mean he’s wrong.. many things he nails... he just hits the nail thru the wall just a bit.

OOP languages are not the solution... high level languages do not solve everything.. pininciples and concepts can be used across the board and prove valuable.. just don’t hold everything up like the 10 commandments of which you cannot deviate from.. that’s the difference here I think..

Good book, just don’t take it as the Bible as a beginner, actually infact DONT read this book as a beginner. Wait a bit learn then reflect by reading this.

My team now does daily mini-standups: what you did, what you will do, what's blocking u

But with this wfh, I feel like slacking more or just seen to have less critical work to do... but not sure if the other guys are just "padding their list" or actually really busy.

So wondering when I have nothing to do for work/no defined deadlines or deliverables... How do you look busy?

I do have a lot of optional tech debt improvement work I could do but basically these are like backlog... And not really fun.

Wen your project manager promises the deliverables in an impossible order....

When an enterprise software vendor stops giving deliverable dates to fix their product because they admittedly have not met any deliverable dates In the past. Huh wtf. I would say bye-bye now if it were my call.

#noestimates

I fucking hate doing estimates. It stresses me out. I just did it, for a requirement about migration. I'm on my way to a fight now with the PO, because "the estimated time is too long". There was an agreement that deliverables were not to have extensive documentation and unit testing will only cover 30% of each use case (I know, stfu), but that's gone so I have to do the whole thing. I estimated 160 hours coding time, 40% of that for docs and 50 for testing. I'm standing by it.

All that stuff aside, what bothers me the most about estimates is that there's lazy motherfuckers who say shit like "I can have their RESTful ws in 2 days, but I said a month, because fuck it" and generate a win-win situation for them and their company, because the client - practically everytime - will just argue for the task to be completed in barely 10% less of the estimated time, accept the proposal and be happy waiting, the developer will fucking dawdle and the company will be paid for more hours than it deserves. Ugh.

Fuck estimates.

On support this week. Had to work until 7pm because of a bunch of pending tasks from last weeks support pair, had to wake up at 2am to restage our apps in our cloud env, and then wake up at 6am again to do deployments and validation only to have management breathe down my neck as to why my deliverables aren’t done yet.

It’s only been day 1.

Just found out that the project I've been trying to save because management needs it to motivate a bunch of engineers into finishing work is on the chopping block.
I never wanted to take it on.
I voiced all my concerns throughout the last year about everything they are saying to me now.
But, after being chased for mundane deliverables and workshop deadlines-- and not seeing my coworkers faces in the past six months I want to just state this:
I've been "triangulating" through work for the past two years hoping either RTO will come and kick my ass into gear or I will end up owning something large enough that I care about, and all I have to show for it is a messy workflow, a flood email inbox, and a burning desire to let everything burn to shit.
If it's on the chopping block because I'm a valuable resource, then I am putting myself on the chopping block because there was nothing of value that I did that seems to be resonating.

All my glue work is ignored. I ignored their deadlines till they noticed what I did. It only led me to realize that I cannot possibly continue doing acts of service. Turns out it's all they ever wanted as they pretended I owned this company.

I am naive, and I hate myself for it.

So this past few days of a mix bag of emotions. Friday's weekly deliverables on our first dry run at launch, I squeeze across the line in an embarrassing finish. Decision to proceed with the live run to be delayed, not going to happen if I've got something to say about it.

Next day, vendor on the house my wife has purchased (our first!!) and says we can move the settlement date ahead 4 weeks! Winning!

Monday, meeting with all stakeholders on the fuck up that was my deliverables I'm responsible for, granted a conditional pass. "Don't worry, I got this."

Tuesday, received the results of a technical challenge I've given one of the developer candidates - he smashed it. Keen to give him the job!

Update about my boss:

I was early too judge. Maybe still early to form an opinion.

But dude seems pretty level headed. Yes, he is agressive. Yes, he has weird way of complicating things.

But I got to learn things from him. I earned his trust, just like I did in the past with other managers. He is confident about my performance now. He gave me space to ramp up and pushed me to limits.

But now, Floyd is settled. Maybe with time, I might get occasional unpleasant interactions, but those are part of every job.

However, we as a society decided to be in agile mode. Fix a problem and the solution gives rise to another one.

The business head of my pod is going crazy over the deliverables.

They were surviving for years with a product manager. Everything was driven by tech without any research.

And now when I am in, they want everything to be done yesterday.

We spent some decent amount of time on strategy and it turned out to be good. Now they are questioning that why ain't I delivering?!

It's been a week we finalised the strategy, let me get some space and time to structure and plan the execution.

Business heads are pretty nice and level headed people. Just that I don't understand the sense of urgency. I get it that my pod often has to deal with fire fighting given the nature of the business, but holy fuck! Stop pressurising to deliver everything together on a war foot.

They are like, we'll ask for more resources. But whose gonna tell them that 9 women cannot deliver a baby in 1 month.

I need time for discovery and research. Without that, don't expect impact.

As the only PM space, leading the entire vertical, how can I even focus on multiple initiatives?

I really miss my previous life of my first company. It's exactly an year when I left them and I changed two companies since then.

My learning and earnings sky rocketed, but WLB took a toll.

I miss the time when I could finish my work in an hour and did whatever the fuck I want while at work like browsing new topics to learn, exploring places, attending events, connecting with people, making social posts to learn, finance as a hobby, yada yada..

These days, I feel too burned out. Not that I am worried about job stability, because I trust my skills.

But more due to the fact that I have to constantly focus on work for the time I am in office. No free space or time to collect myself together, process things, and focus.

This leads me to thinking about work (read processing office discussions), at home too.

I cannot enjoy music. Feels like a load.

I no longer attend events or meet people after work. No more wasting time on the internet.

And most importantly, I am not bored anymore. I miss being bored. I miss living a boring, mediocre lifestyle.

I miss doing my side projects and polishing my portfolio site ten times a day, because I got nothing better to do.

I used to spend time learning right grammar and why American and English words are different and which to use where.

I miss spending time of Google Maps exploring borders and remote regions.

Weekends fly by. No hobby to pursue. No free time.

I miss the days when I had nothing to do and I was bored and I could do anything.

I used to be always happy. Because no responsibilities. I used to be always up for a meetup. I used to be available for a phone call.

Now it's nothing but work which is surely exciting and some foundational learning with good enough money, but I miss my time when I used to get bored because I had nothing to do.

Missing deliverables by 1+ years and counting!

Help. We're starting to feel the effects of unnecessary micromanagement.

We're a small startup. The kind with less than 10 devs spread across different domains. We've been fine with a Kanban approach as the velocity/flow of deliverables don't necessarily warrant a Scrum approach yet.

Our boss has been wanting to adopt Scrum-style sprints, even shoved and assumed that were doing these sprints and demanding Scrum-style reports (and meetings!!!) when they are, in reality,
1) unnecessary
2) a waste of time

Absolutely none of the team members want this. But our boss insists on having it. We like our boss, but lately things are getting out of control

What can we do to mitigate and prevent this?

I made a point to the management that people are unnecessarily reworking things and throwing away. And all products should have a product owner and they should give requirements. So the management called the same guy(who fucking does pointless rewrites in the name of code cleanup) and said come up with a solution. The guy came with a solution of Agile + Jira and a whole fucking process behind it. So guess what, we are having pointless meetings when we can just finish and ship deliverables.

The management successfully founded an efficient way to effectively waste time. Kuddos.

Delays. Delays in payment, delays in scope and spec delivery, delays from the graphics guys, delays from the X guy, the Y guy, this company, that company. No matter what the reason, delays leave that leave the Dev waiting and sitting around despondent and losing interest faster than the second to latest viral video.

company policy was to bill in 10 min increments to a contract whose deliverables you were executing on, this was federally mandated. they never told us where to bill the 5+ hours of meetings per week we had on "technology". every time i asked i was told i would be "gotten back to"

Programming at a job to me is no longer creating something fun and valuable; it's more like figuring out why shit doesn't work, con-stant-ly.

It' s like coming in to your desk every morning, dreading the day because there's yesterday's shit to fix. "Hmm, what shall today be like? Oh yes, troubleshooting why my database model doesn't work, redesign it completely and break my mind over db details. The next day? Having to redesign my classes to implement new patterns because apparently the current design isn't good enough." Even if you work on new deliverables, that's just new problems in disguise anyway.

Pleasant? Not really.
lol.

I should have been a farmer. I don't have the will to continue making changes to the app because "But the client wants to be able to add more photos". Why can't the PMO just get me 1 project with clear deliverables from the onset.

So after the CIO pretty much does a table flip to the division about causing near daily customer impact we now have seven business day cool period for Changes and 13 cross functional teams stood up with 1, 15, 30, 60, and 90 day deliverables to an executive audience.

Guess what my team did today?
Offline a major Production database during the middle of the day, thinking they were in Development. Didn’t notice for 40 minutes.

Dammit, cat! I have deliverables!

apparently; indirectly allocating tasks means that it doesn't chew up your bandwidth,

so where is the deliverable?

What is important between attendance in work or deliverables.