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Search - "leader"
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I started to get super pissed off to people saying you don’t need a college, masters degree to get an IT job. Instead go and gain practical knowledge, showing your practical certificates projects is much better than a having a degree that doesn’t prove if you can do the job or not.
Is a degree absolutely necessary to get a job? No, I agree on that. You can tear yourself apart to be known make projects loads of people contribute in GitHub spend maybe years on practicing and creating stuff for your portfolio..
But excuse me what do you think people do in college studying degrees? Are we getting it from the shop in the corner on a Saturday?
Respect people’s achievements and titles. Especially Masters degrees push you hard, make you sweat apart from loads of courses you work at least a year on a practical project, dissertation, thesis and only pass if it is your own opinion and findings. It is not like a multiple choice exam certificate or you study watch videos for few months and create a web page.
Don’t throw shit on people’s efforts and accomplishments without knowing how it is achieved just because you don’t have it.
Yes it is not necessary. Does it make you learn? Yes! Is it practical? Yes! Does it help you get a job? Hell yes! Why most companies look for degrees? Do you think they might know what it takes to get it and the skills and knowledge you gain?
Don’t come and say in IT degrees not worth it without even knowing how to draw UML. Without knowing IT management you go and be a leader later on, no clue on how to manage projects, people and soft skills sweeping the floor.
It doesn’t matter if you are a YouTube celebrity or a president. What does the title say? “Master” now go, respect and digest it! Don’t be a sour loser.
Ooh I am fierce today and not done yet15 -
> turning the whole codebase into a muddy ball of dirt because the leader didn't like 1 (one) call to an async function on startup
Way to go buddy, you sure show them how it's done. -
This is the third part of my ongoing series "The Ballad of the Six Witchers and the Undocumented Java Tool".
In this part, we have the massive Battle of Sparks and Storms.
The first part is here: https://devrant.com/rants/5009817/...
The second part is here: https://devrant.com/rants/5054467/...
Over the last couple sprints and then some, The Witcher Who Writes and the Butchers of Jarfile had studied the decompiled guts of the Undocumented Java Beast and finally derived (most of) the process by which the data was transformed. They even built a model to replicate the results in small scale.
But when such process was presented to the Priests of Accounting at the Temple of Cash-Flow, chaos ensued.
This cannot be! - cried the priests - You must be wrong!
Wrong, the Witchers were not. In every single test case the Priests of Accounting threw at the Witchers, their model predicted perfectly what would be registered by the Undocumented Java Tool at the very end.
It was not the Witchers. The process was corrupted at its essence.
The Witchers reconvened at their fortress of Sprint. In the dark room of Standup, the leader of their order, wise beyond his years (and there were plenty of those), in a deep and solemn voice, there declared:
"Guys, we must not fuck this up." (actual quote)
For the leader of the witchers had just returned from a war council at the capitol of the province. There, heading a table boarding the Archpriest of Accounting, the Augur of Economics, the Marketing Spymaster and Admiral of the Fleet, was the Ciefoh Seat himself.
They had heard rumors about the Order of the Witchers' battles and operations. They wanted to know more.
It was quiet that night in the flat and cloudy plains of Cluster of Sparks and Storms. The Ciefoh Seat had ordered the thunder to stay silent, so that the forces of whole cluster would be available for the Witchers.
The cluster had solid ground for Hive and Parquet turf, and extended from the Connection River to farther than the horizon.
The Witcher Who Writes, seated high atop his war-elephant, looked at the massive battle formations behind.
The frontline were all war-elephants of Hadoop, their mahouts the Witchers themselves.
For the right flank, the Red Port of Redis had sent their best connectors - currency conversions would happen by the hundreds, instantly and always updated.
The left flank had the first and second army of Coroutine Jugglers, trained by the Witchers. Their swift catapults would be able to move data to and from the JIRA cities. No data point will be left behind.
At the center were thousands of Sparks mounting their RDD warhorses. Organized in formations designed by the Witchers and the Priestesses of Accounting, those armoured and strong units were native to this cloudy landscape. This was their home, and they were ready to defend it.
For the enemy could be seen in the horizon.
There were terabytes of data crossing the Stony Event Bridge. Hundreds of millions of datapoints, eager to flood the memory of every system and devour the processing time of every node on sight.
For the Ciefoh Seat, in his fury about the wrong calculations of the processes of the past, had ruled that the Witchers would not simply reshape the data from now on.
The Witchers were to process the entire historical ledger of transactions. And be done before the end of the month.
The metrics rumbled under the weight of terabytes of data crossing the Event Bridge. With fire in their eyes, the war-elephants in the frontline advanced.
Hundreds of data points would be impaled by their tusks and trampled by their feet, pressed into the parquet and hive grounds. But hundreds more would take their place. There were too many data points for the Hadoop war-elephants alone.
But the dawn will come.
When the night seemed darker, the Witchers heard a thunder, and the skies turned red. The Sparks were on the move.
Riding into the parquet and hive turf, impaling scores of data points with their long SIMD lances and chopping data off with their Scala swords, the Sparks burned through the enemy like fire.
The second line of the sparks would pick data off to be sent by the Coroutine Jugglers to JIRA. That would provoke even more data to cross the Event Bridge, but the third line of Sparks were ready for it - those data would be pierced by the rounds provided by the Red Port of Redis, and sent back to JIRA - for good.
They fought for six days and six nights, taking turns so that the battles would not stop. And then, silence. The day was won, all the data crushed into hive and parquet.
Short-lived was the relief. The Witchers knew that the enemy in combat is but a shadow of the troubles that approach. Politics and greed and grudge are all next in line. Are the Witchers heroes or marauders? The aftermath is to come, and I will keep you posted.4 -
Any senior types out there find that you’re losing your coding “chops”? I’m involved in so many OS/Middleware upgrades, infrastructure upgrades, status meetings that I can’t code to save my life anymore. I can review and guide design, but I struggle to generate new code. I can get a new dev going really quickly though - is this just a natural progression or is it game over for me? I feel like if I had to get another job, I’d be very unsuccessful. They call me a leader, but I think I’m just a slave.7
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TL;DR; do your best all you like, strive to be the #1 if you want to, but do not expect to be appreciated for walking an extra mile of excellence. You can get burned for that.
They say verbalising it makes it less painful. So I guess I'll try to do just that. Because it still hurts, even though it happened many years ago.
I was about to finish college. As usual, the last year we have to prepare a project and demonstrate it at the end of the year. I worked. I worked hard. Many sleepless nights, many nerves burned. I was making an android app - StudentBuddy. It was supposed to alleviate students' organizational problems: finding the right building (city plans, maps, bus schedules and options/suggestions), the right auditorium (I used pictures of building evac plans with classes indexed on them; drawing the red line as the path to go to find the right room), having the schedule in-app, notifications, push-notifications (e.g. teacher posts "will be 15 minutes late" or "15:30 moved to aud. 326"), homework, etc. Looots of info, loooots of features. Definitely lots of time spent and heaps of new info learned along the way.
The architecture was simple. It was a server-side REST webapp and an Android app as a client. Plenty of entities, as the system had to cover a broad spectrum of features. Consequently, I had to spin up a large number of webmethods, implement them, write clients for them and keep them in-sync. Eventually, I decided to build an annotation processor that generates webmethods and clients automatically - I just had to write a template and define what I want generated. That worked PERFECTLY.
In the end, I spun up and implemented hundreds of webmethods. Most of them were used in the Android app (client) - to access and upsert entities, transition states, etc. Some of them I left as TBD for the future - for when the app gets the ADMIN module created. I still used those webmethods to populate the DB.
The day came when I had to demonstrate my creation. As always, there was a commission: some high-level folks from the college, some guests from businesses.
My turn to speak. Everything went great, as reversed. I present the problem, demonstrate the app, demonstrate the notifications, plans, etc. Then I describe at high level what the implementation is like and future development plans. They ask me questions - I answer them all.
I was sure I was going to get a 10 - the highest score. This was by far the most advanced project of all presented that day!
Other people do their demos. I wait to the end patiently to hear the results. Commission leaves the room. 10 minutes later someone comes in and calls my name. She walks me to the room where the judgement is made. Uh-oh, what could've possibly gone wrong...?
The leader is reading through my project's docs and I don't like the look on his face. He opens the last 7 pages where all the webmethods are listed, points them to me and asks:
LEAD: What is this??? Are all of these implemented? Are they all being used in the app?
ME: Yes, I have implemented all of them. Most of them are used in the app, others are there for future development - for when the ADMIN module is created
LEAD: But why are there so many of them? You can't possibly need them all!
ME: The scope of the application is huge. There are lots of entities, and more than half of the methods are but extended CRUD calls
LEAD: But there are so many of them! And you say you are not using them in your app
ME: Yes, I was using them manually to perform admin tasks, like creating all the entities with all the relations in order to populate the DB (FTR: it was perfectly OK to not have the app completed 100%. We were encouraged to build an MVP and have plans for future development)
LEAD: <shakes his head in disapproval>
LEAD: Okay, That will be all. you can return to the auditorium
In the end, I was not given the highest score, while some other, less advanced projects, were. I was so upset and confused I could not force myself to ask WHY.
I still carry this sore with me and it still hurts to remember. Also, I have learned a painful life lesson: do your best all you like, strive to be the #1 if you want to, but do not expect to be appreciated for walking an extra mile of excellence. You can get burned for that. -
JIRA life:
Project leader proceeds to put what is actually two separate issues in the title. I'm already raging. I go to take a look at it.
I read the description - ANOTHER (this makes it three now) totally seperate issue in there.
Just fuck you I'm so sick it i see it over and over again no matter where I go or what project I work on its all the same bullshit.
"wE wAnT tO cLeARlY dEfINe iSsUeS aNd MoVe RaPiDlY"
YEAH THEN F&Q*@#()#$(@)#$ DO YOUR F$*(@#(*&$ JOB!!!! I'M DOING MINE, IN ADDITION TO DOING YOURS, CLEANING UP YOUR ABSOLUTE MESS THAT YOU LEFT!!!!1 -
So today is my last day working in [censored] company. Even though today is the last day and they have my replacement, they still expect me to complete the project 'NOW'. So I decided to make it quick the way it supposedly was. He wanted me to do tonnes of adjustments.
To prevent me from getting more stressed over satisfying my boss' requirements or meeting my boss' expectations, I made the app return the screenshot of the design. So I screenshot the design and render it to the app. So far that's the fastest route I can think of.
I really do not want to do this. But he left me no choice due to his impatient and adamant behaviour. That's why I decided to haste the project by returning the screenshot. (To be honest, this is unprofessional and dishonest, but he left me no other choice to violate my principles).
We argued about the negotiation with regard of the timeline for the deliverance of the project, I proposed 6 months countless times. He constantly denied that I did not negotiate with him. Unfortunately, the 'negotiation' defined by his action is merely a projection of an illusion of negotiating, but whatever is discussed on the table will deliberately fall into his idea and unrealistic high expectations.
Working in this company caused me damages beyond repair. My 4 weeks in this company were my worst nightmare. I don't get enough sleep due to the constant stress from the employer to complete the project in the 'immediately' phase. I brought these issues afore the table for the discussion. He simply deny it and blame it all on me, saying 'that it was my own negligence, to the company. I do not subscribe to his methodology of handling stress, by working more and contributing more to the company as passionate as possible. I am passionate about what I do and my position, what I do not passionate about is being unreasonable, ignorant, delusional and inhumane.
I learnt my lesson now. I vow to myself that In the future if I have the opportunity to be a team leader, my former employer is not and never be someone who can be my role model as a leader.
Refer: https://devrant.com/rants/5379920/...4 -
Never trust organizations who claim to have adopted the agile mindset, saying they use SAFe or Scrum or w\e, unless the teams themselves say that they have full autonomy for the release process. Because the upper management is not agile. Especially in older organizations. Typically they are the ones who will have the final say if teams don't have autonomy.
As a consultant, I joined a team on an organization who says that they're using SAFe. "Scaled Agile Framework". There is absolutely nothing agile in that horrid process.
Agility only happens at the team level. That's where we seem to improve the ways of working. Levels above, nothing happens.
I've been on this team for a year and we haven't released ANYTHING to customers. So those "release trains" are sitting on their stations.
Upper management refuses to green light a product release to customers that doesn't contain everything they want in it. In their mind they have the "perfect product" in mind and it needs to be perfect before it can be delivered to anyone. Fighting them on that idea has proven pointless. They don't understand what an agile mindset it. At the moment we are providing zero value to customers.
The MVP release date has been pushed for over 6 months now because nobody can come to a conclusion as to what needs to be finished before the release. They can't accept that we'd just release it now and keep iterating it. Everyone from the team members to the organization leader to their grandmother has to green light a release. People argue about minor nuances. Semantics. Big manual regression tests are needed to make sure that everything works. When a minor bug appears, PO's lose their minds and start calling out developers to investigate and fix it, and to set up more gateway checks that these things don't happen.
Organizations don't adapt the agile mindset very easily. Frustration sets in. Waterfall is forever.5 -
This is more of an advice seeking rant. I've recently been promoted to Team Leader of my team but mostly because of circumstances. The previous team leader left for a start-up and I've been somehow the acting Scrum Master of the team for the past months (although our company sucks at Scrum generally speaking) and also having the most time in the company. However I'm still the youngest I'm my team so managing the actual team feels a bit weird and also I do not consider myself experienced enough to be a Technical lead but we don't have a different position for that.
Below actions happen in the course of 2-3 months.
With all the things above considered I find myself in a dire situation, a couple of months ago there were several Blocker bugs opened from the Clients side / production env related to one feature, however after spending about a month or so on trying to investigate the issues we've come to the conclusion that it needs to be refactorised as it's way too bad and it can't be solved (as a side note this issue has also been raised by a former dev who left the company). Although it was not part of the initial upcoming version release it was "forcefully" introduced in the plan and we took out of the scope other things but was still flagged as a potential risk. But wait..there's more, this feature was part of a Java microservice (the whole microservice basically) and our team is mostly made of JS, just one guy who actually works as a Java dev (I've only done one Java course during uni but never felt attracted to it). I've not been involved in the initial planning of this EPIC, my former TL was an the Java guy. Now during this the company decides that me and my TL were needed for a side project, so both of us got "pulled out" of the team and move there but we've also had to "manage" the team at the same time. In the end it's decided that since my TL will leave and I will take leadership of the team, I get "released" from the side project to manage the team. I'm left with about 3 weeks to slam dunk the feature.. but, I'm not a great leader for my team nor do I have the knowledge to help me teammate into fixing this Java MS, I do go about the normal schedule about asking him in the daily what is he working on and if he needs any help, but I don't really get into much details as I'm neither too much in sync with the feature nor with the technical part of Java. And here we are now in the last week, I've had several calls with PSO from the clients trying to push me into giving them a deadline on when will it be fixed that it's very important for the client to get this working in the next release and so on, however I do not hold an answer to that. I've been trying to explain to them that this was flagged as a risk and I can't guarantee them anything but that didn't seem to make them any happier. On the other side I feel like this team member has been slacking it a lot, his work this week would barely sum up a couple of hours from my point of view as I've asked him to push the branch he's been working on and checked his code changes. I'm a bit anxious to confront him however as I feel I haven't been on top of his situation either, not saying I was uninvolved but I definetly could have been a better manager for him and go into more details about his daily work and so on.
All in all there has been mistakes on all levels(maybe not on PSO as they can't really be held accountable for R&D inability to deliver stuff, but they should be a little more understandable at the very least) and it got us into a shitty situation which stresses me out and makes me feel like I've started my new position with a wrong step.
I'm just wondering if anyone has been in similar situations and has any tips or words of wisdom to share. Or how do you guys feel about the whole situation, am I just over stressing it? Did I get a good analysis, was there anything I could have done better? I'm open for any kind of feedback.2 -
So I've just been proposed by my (now ex) team leader to be the next team leader. I'm scared to death because this is something completely new to me.
What are your views on the move from development to team leader? How did you handle the transition?4