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.

My friend brought me a simple python problem. He expected the output to be 2,2,3... instead of 2,3... I didn't know python, but with a quick tweak to differentiate the two prints, I understood that the range() function is exclusive.

Before coming to me, he asked his senior dev & that guy just said - "Oh, your editor has a problem". 😐

"First remove the break points, and then commit the code".

He described it as if the breakpoints could stop time!! 😂

Today the CEO asked us to create KPIs to follow a junior tasks, daily.
The problem it's he wants KPIs to foretell problems or delays in his tasks.

The junior is analyzing 14 years old C++ code, made by an electrical engineer who had all worsts practices possible when coding.

We explained that we couldn't make real, true KPI that would foretell the advancement due to complexity of the legacy and the fact that the junior had NEVER USED C++.

SO.... He asked to know how many code lines he made daily and an estimate of how many lines he'll have to do to complete the task.... So he could foretell advancement.

....
....

It was the 5th time in less than 60 days, that the CEO bypass totally the CTO to ask some stupid useless shit. So now all developpers have resign, complaining about the CEO actions/stupidity.

What happens when you push corn into a stack?

Fuck startups.

Back when I was an wee lad I interviewed for an startup, not knowing that startups are not real companies. The scumbag interviewer, who was also the owner of the outfit, asked me what I was looking in a company. I said "fair wages, a non-antagonic environment and projects with real roadmaps".
He asked me to elaborate. I said, "You know, if today your product is a sales platform, I do not want to come into work next week and discover it is now an air travel tickets marketplace, or come back the very next day and discover it is now an automated pizza factory, or in the next day and it is now a crypto exchange..."

The scumbag looked PISSED. "Sorry, but we are looking for someone who likes the challenges of a dynamic environment (read: we do not have a business model and we hate the very idea of trying to make money out of our company), and you do not fit the profile"

Startups are not real companies, i.e. they do not systematically charge money in exchange for goods or services in amounts that exceed the cost of providing said goods or services. Most startups are just tax fronts for money laundering schemes. The rest are just playthings for rich assholes who can't get a real output-producing job. Those two categories are not mutually exclusive.

Take Facebook, for example. The poster child of startups. The Zucker that owns it just announced they are setting impossible performance targets on purpose, not even attempting to hide the fact that it is just a way to lay off large quantities of employees without using the words "massive lay offs". Companies, real thin-margin, lots-of-regulation profit-driven companies do not do that. They are not some sort of "capitalist woke", real CEOs just know that if their companies largely miss performance targets on their tenure, purposely or not, next it will be their neck on the chopping block. Because they can be fired if the KPI charts say they suck. But the Zucker cannot be fired, not even after commanding their beanbag and tap beer offices to be heated exclusively by burning hundred dollar bills.
So the Zucker is not interested in performance. Not even in lay offs as expense cutting measures - investors are an infinite source of free money for startups. The Zucker just wants to project power, especially now that engineers are not so confident in the stability of they high-paying jobs.

So are irrelevant 500-souls-or-less self-aggrandizing startups. Their owners are there because it is in vogue to have a startup or ten. And will have that startup pivot to whatever sounds fancy that season. After all, only poor people care about things like EBITDA and profit margins repeatability - A.K.A. "getting more money".

Fuck startups.

CTO 3 months ago:
- You will get a raise after 9 months of work according to your KPI (98%) and bonus (size of one month pay check)
HR today:
- NO

FUCKITY FUCK, THANK YOU VERY MUCH. I WORKED HARD AT NIGHTS AND SACRIFICED MY FREE UNPAID TIME FOR NOTHING, THANKS

I just had a chat with the CEO (I'll call him John) of the company I work at. I was trying to get a real alignment on what I need to do to be a valuable resource to this company. They promoted me (without a raise in pay) to a different (management) role, and I do not know what I need to do to be the best in this role.

During the discussion, the CEO failed to provide any usable metrics, or a way to track those, except for phrases like "higher productivity" and "higher quality". How to track? No idea.

So, at this point, me being the idiot I am, wanted to make things explicit:
*Me: Okay, so what if I request for a 20% raise six months from now, what metrics will you look at to decide whether to give me the raise.

(My last raise was a big one, more than 100% or so, more than a year ago. That was a dev role, and I was paid 2 cents earlier, so the doubling to 4 cents wasn't really a big deal.)

John went on a long rant on how people just expect raises every year, inflation, etc. All good and fine.
But then he mentioned something strange.

*John: ...and you know, for the last three years, there has been a race to retain resources. During this race, many companies, including us, had to pay people WAY MORE THAN THEIR VALUE to retain them. These people are going to be the first to be fired during cost-cutting as they are the most expensive resources at the company without any proven value. These people should not expect raises to come soon, and if they do expect that, they need to prove the value themselves.

Now, I, being a simpleton, am wondering how is it fair for an organization to pay someone "more than their value" to retain them once so that they can just be fired two years later. How did the company decide the value of such employees to begin with?

And all this is ignoring the fact that in the company there are no metrics, no KPIs, and performance of a person is how much the CEO likes that guy. How TF the people who joined a year ago and never interacted with the CEO prove their worth?

Developers are building PowerPoints and configuring JIRA/Confluence/Laptops of Sales team, project managers are delegating management to developers and decision-making to the CEO, Technical architect is building requirements documents, Business Analyst is the same person as the QA team lead (and badly stretched), and the Release Manager is the Product Technical Admin that cannot write one sentence in English. And then we got 3.8 hours in meetings every DAY. Why TF are Dev Managers in "QA KPI Meeting"? Why are "developers" writing documentation on "How to create meeting notes at <company>"?
And, in this hell-storm, how does one really demonstrate one's value?

Corporate fucking bullshit. Go fuck yourself with your kpi, measurement tools etc. All i wanted to do was make the world a better place with some code.

New boss gets us to work overtime, all weekend and till 9pm. Promising that we will get that time back.

We get the project through the door. His KPI looks great to his boss. He then slithers his way around hints about this time back. Someone confronted him today and he says he can't officially recognise the over time due to company policy. The fucker.

Fuck, I only need to hire ONE fullstack developer who fucking knows what he's talking about and not trying to weasel their way into this job. I tell them that there are no annoying managers, no KPI, no bullshit, I thought this is kinda valuable, but no

How hard can it be?

Stackoverflow's new help 😂😂

I started my actual gig as CTO of construction group (Innovation Hub) a year ago. And it was a hell of a ride, implementing kind of a scrum-ban for project management, XP, peer-reviews, a git-flow, git commit message formats, linters, unit testing, integration tests, etc...
And it's the fun part because with the CIO we had to drive the board to do A LOT of changes in their IT/Innovation drive.

But in one year there is a lot of KPI that went up :
* Deployment: When I arrived it took three stressful days to deploy a new version of one application, once a month. Today we do it every week, and it takes three annoying hours.
* We had no test. NOTHING! Today we have 85% code coverage for the unit test, and automatic integration tests run by our CI server every day.
* We had almost no documentation. Today our code is our documentation (it automatically extracted and versioned).
* We had 0 add value in the use of git. With commit messages as "dev", "asked task", inside jokes and a lot of "fix" and "changes". Today we have a useful git, and we even use it to create our deploy changelogs (and it's only mildly annoying!).
* More important, the team is happy! They get their purpose, see betterment in their tech mastery. They started doing conception, applicative architecture, presentations, having fun.

There is still a LOT of bad things we are still working on, and trying to solve (support workflow and betterment). But seeing what they already did, I'm so proud of my TEAM! I'm a fucking asshole, workaholic, "just do it" kind of guy. But they managed to achieve so much. Fucking PROUD!!

Yeah sure, drown me in administrative work and then plan to hire another dev to help because I can't keep up.
Are you kidding me?
F*cking hire someone for the KPI and that stuff!

My Data Communication & Computer Networks (DCCN) teacher was the best teacher I've seen.

Teaching can be super hard. You're one against like sixty others who aren't interested in being there. To make that good learning environment, making the subject interesting etc, it not easy. Some justify that, "I can only bring the horse to the water" & proceed to just regurgitate whatever is on the book. Others cross question you & impose punishments - try to make you learn by fear.

But my DCCN teacher - she had the right balance between strictness & humour. So kids took her seriously (did homework, weren't late), yet never feared her - we felt comfortable asking doubts/questions.

She had some good tactics, like asking us to teach certian chapters - that made us learn better. She would revise them in the end also, incase we missed anything.

My best moment with her was when I scored the highest in my internals. She picked up my paper & showed the class - "see? Just two pages & he scored so much". There's was always those students who pump out a lot of stories/essays or whatever that comes to their mind about the topic in question. Lots of teachers just blindly give marks - "oh, s/he wrote this much, so it must be right".

But my DCCN teacher had zero tolerance for garbage. If you're wrong, you're wrong. Some even believe that the number of marks = number of lines you have to write!! Doesn't matter what you write. So, I was super glad when this teacher upped the standards.

The fog of war over all that happened with my change of team is starting to dissipate.
3 people were involved and there were 4 different versions of the whole situtations, but from what I've been able to collect it looks like the company is expanding and one of the mail KPI for the current team leaders is how good they are at creating a NEW generation of team leaders, to take care of the new entries.
My previous team leader told me about all these new growth perspectives and the junior entries I could manage, knowing very well of the desire I have previously expressed of being a senior dev with my small group of juniors to teach.

I declined the offer, stating that this whole year has been exhausting. Every single time I've tried anything (using modules for new components on our old web client, tsdoc to document our types, suggesting technologies like ANYTHING BUT ANGULAR AND MONGO, telling how removing down migrations was a retarded move) my suggestions were either shrugged off or flat out refused. Let alone how every time I was proven right, except for angular but give it time and that will bite their tail as well.
Don't get me wrong: they are well withing their right when they take all those decisions, and more. But I DO NOT PLAN on selling a plethora of bad decisions to a new stack of devs as if they were the gold standard.
"I understand your reasons; you, as a company, need a well coordinated team all running towards a goal; loose cannons are harmful.
But now I need you to understand me: I do not agree with your technical direction. I never lied before and I will not start now. Promotions don't matter nearly as much as my integrity, and integrity in my world means speaking up about problems. Your position is perfectly valid, but mine is as well and they can't be reconciled. If I were you I'd make myself a favor and make sure IHateForALiving doesn't become a team leader; given your direction, I'm not the man you want right now".

As mentioned, one of the KPI for team leaders is how succesfull they are in finding new team leaders, and trying to turn me into one didn't end well; I love sharing knowledge, but being honest to myself is far more important to me. So this meant my previous team leader failed in a very big task, and thus was demoted? At the same time, I've been there for 2 years now so they're not really eager to replace me, but I'm under strict examination too as of now.

We're finishing some projects for uni. I've done mine, and am just helping out with others.

There was a friend who is doing her write-up. My other buddy was just just troubling her for fun. He threatened to press the power button on the laptop, thus sending it to hibernate. Minor nuisance; she just need to turn it back on after all.

She pleaded to leave her & let her complete the write-up. So I asked her if I could quickly re-configure the power button. You know, go to the windows power settings, and tell it to do nothing upon pressing the button.

She said no. But the way she said it struck me odd. As in "No, why would anyone do that!?". Debatable. Just to make sure, I asked whether she understood what I requested. She made a quick hand gesture of plucking the power button off!! 😐

Me & my buddy just stare at each other. "Yeah you're right, you're right, what a stupid idea...". We just slowly scoot from there. 🏃

No idea how she reached this far...

Billing by hourly rates is like getting paid by lines of code: the worst coders will get the highest scores.

New bossman is looking for KPIs.

We're an agile team who build a back end system for a large corporation. Specifically the system we build is used by the sales guys when they are putting through a sale. I have no idea where to start with KPIs.

Can't measure number of sales as that's down to the salesmen. Can't measure speed of sale as again that's down to the salesman and how much they chat.

Any ideas?

I think the following is all in my head, or I am heading towards an office rivalry situation between my tech lead and me.

characters :
me : a no nonsense android guy who is sometimes very blunt when requested for unwarranted demands. i am also realising that i have been a bit too arrogant, as i come up with a lot of counter questions too fast (not related to story tho)

tech lead : an android guy who has been android dev for a total of 4 years (same as me), 3 of them in current company and somehow got promoted to TL

story: I find this guy to be too much political, delegating a lazy bum, and i kinda called him out in public , once during a discussion where other folks were also kinda calling him out and another time when we were having a small meeting of 3 people. he in turn has taken some actions (like giving me a lower kpi, not giving me appropriate data for doing some work and then asking about it in public, casually ignoring my leave requests) which looks he is taking out a revenge.

at first time i called him out in a discussion where everyone was getting against his havit of giving buttery responses to his boss (who occasionally joins our standups) . he says "we are on track" while we are already dependent on him to provide data/decisions.
he then says to us to do it faster , and when the work does not get completed ( because how it could be, without him doing his job), he blames it on devs.

i called him out on a similar but different topic of him making last moment task additions when we are already on brim with our planned tasks.

on second time i called him out on him not looking into the current task enough as he was expecting me to take decisions on my own.
the decision was about how a screens ui will be populated and there was no api payload available that would match the ui . i created 2 mock api jsons which would appropriately load that screen but was not sure if the 2 apis would be enough for the screen and wondered whete some missing data will come from?
this task is a long one, nd i did took a decision, but he should had validated them to make sure we are on track. the issue came when i took some questions to him and instead of answering them , he blamed on me not being mature enough to work without the data!

All things aside, I am on my weary ends with thins guy. He is my boss and holds incredible powers over me, but he is incredibly incompetent and his habits of delay, delegation and blaming is making my work life worse. I don't wanna leave this job too, because as much as i hate it, its currently one of the major names in industries and giving a solid power to my resume

Some stats on what I've been doing all 2020:
222 working days.
60% of the days, working on dev stuff.
80% of the days, working on 2nd responsibility (legal documentation for clients).
From April, 60% of the 222 days working on the 3rd responsibility I got assigned in, you guessed it, April (KPI making).
So basically 70% of my job is no longer what I signed up for.
That's what I want to change this year.

The first company I worked for had a policy to not ship any release, service pack or hot fix as long as there were still open bugs with the severity "critical" or "blocker". They wanted to ship a service pack nonetheless, but without violating the rule and thus keeping their KPI unharmed. So the support guys got in touch with developers and asked them to lower the severity of certain "critical" bugs. They said we by all means need to write into the comments that the severity of those bugs has to be reset after the service pack was shipped, so that those important bugs would not be left behind.

- Support team violates the rules set up by themselves.
- Developers had the actual work of doing so (and the blame to catch).
- The Support team's KPI just remained unharmed.

Writting stuff after while(true).

Commit message of the day: "Until the [some KPI] can be stored with 15+2 digits in the middle ware, we store its logarithm (to the base of 2) with 3+2 digits."

Let’s get a show of hands or ++’s for the lost brain cells arguing or listening to discussions about KPIs when people have lost sight of the I in KPI...

I'm sure you've heard about test driven development , domain driven development and other various development techniques.

But let's just take a moment to appreciate KPI driven development for a moment.

Oh wait ...