"Let's go for the low hanging fruit first" 🤢

"I think we should do some market research" 🤢

"Yeah that is also on my radar" 🤢

OKAY YOU FUCKING CUNT, STOP WITH YOUR PATRONIZING SHIT.

FIRST OF ALL, ARE YOU REALLY SO SMALL MINDED THAT YOU CAN'T REACH ANY HIGHER? THIS TREE IS FUCKING RAW AMD BARE ON THE BOTTOM, WITH YOUR FILTHY CLAWS GRASPING FOR ALL THOSE EASY NARROW FIXES.

SECONDLY, A FUCKING EMAIL SURVEY WITH BIASED QUESTIONS ANSWERED BY 3 HOBOS IS NOT BLOODY MARKET RESEARCH.

THIRDLY, IF THIS NUCLEAR ICBM OF AN INFRASTRUCTURE PROBLEM IS ON YOUR RADAR, MAYBE STOP FONDLING YOUR SWEATY BALLS FOR A MINUTE AND TAKE ACTION.

"Okay lets peel this onion, so we hit the ground running" 😩🤢😞

NO, LET'S NOT "HIT THE GROUND RUNNING", YOU'RE GOING TO FUCKING TRIP AND MESS UP YOUR FACE EVEN MORE. HOW ABOUT GET YOUR PILE OF SHIT IN ORDER FOR ONCE, PREPARE FOR A MEETING? HOW ABOUT THOUGHTFUL ACTION, SOME FEATURE DESIGN?

"No, just implement it quick and dirty" 🤢😡👿

OH YOU WANT IT QUICK AND DIRTY? IS THAT HOW YOU FUCK YOUR DAD AS WELL?

"Let's evaluate the fix in a few weeks. We really had good synergy here team" 🤢😫

YEAH SURE, LET'S EVALUATE THIS.... BUT LET'S EVALUATE IT RIGHT NOW: 😡

"Ahem....

1. You're always late for meetings.
2. After 6 months, you still barely know what we do as a company, you still don't know the teams, and you still don't know the product.
3. You do not listen to engineers flooding you with red flags, requiring time for a redesign to fix serious scaling issues.
4. Everything must be a quickfix, nothing is allowed to require thought, because you CAN ABSOLUTELY NOT think ahead for more than 30 seconds.

OH AND IF YOU EVER AGAIN COVER UP ONE OF YOUR MANY SHORTCOMINGS WITH THAT FUCKING SLIMEY DOUCHEBAG MANAGER VOCABULARY OF YOURS, LET'S SEE HOW MUCH SYNERGY YOU FEEL WHEN YOU'RE DEEPTHROATHING A CACTUS."

Computer Science is probably the only major where if you suck at it and end up dropping out, you're more likely to be a leader than someone who is good at it and sticks with it.

There were roughly 200 people in my freshman class majoring in CS, by my sophomore year that number had dropped to about 120. A lot of people dropped out because it was too damn difficult for them, and they switched to less technical majors like "Business Information Technology" or "Management Information Systems." Almost without exception, the people who dropped out are now managing teams of developers, they actually have programmers reporting to them. Seriously, WTF?

This isn't even the worst of it, there are people who majored in art history who are now "product managers," who take the word "manager" in their job title literally, they think they're above developers. Some of them will even profess with no small amount of pride that they "know nothing about technology." You can hear the pride in their voice when they say it, as if they're saying "I'm a lot of things, but at least I'm not a geek." Is there any other field of study where people boast with such pride that they know nothing about it? I mean, very few people will say "I know nothing about history" or "I know nothing about literature", and if they do say it, they'll say it with a bit of humility. When it comes to Computer Science though, knowing nothing about it is almost a badge of honor.

Rant the f**k over.

After months and months of unrealistic deadlines, pulling late night shifts coupled with an insane commute and two very small children at home I had a total burnout. Turned up to work one morning, and stared at the Java code I had been writing for the past couple of days and it might as well have been written in Martian. The more I stared, and the more I tried to keep things together internally the less I was able to make sense of anything - just a random jumble of characters on screen that were as intelligible as the green scrolling lines from The Matrix.

My office manager saw that I was obviously in some distress and took me into a meeting room to have a quick chat - and there I was, a grown man of 35 bawling my eyes out like a two year old. Not the most edifying moment of my life.

However, the company couldn't have been more supportive afterwards; one of my colleagues drove the 100 miles to get me home in my car and took a train back up to the office; my GP signed me off work for six months and treated me for severe depression; the office instituted stricter working policies - not on the developers, but the sales/PM teams that were handing down ridiculous timescales simply so they could get a sale.

For my part, I've learnt to push back and say "NO!" - work is not your life, it's an important part of your life, but my no means everything. Don't feel beholden to a company to meet unrealistic targets that you haven't agreed to. Talk.

rant? rant!

I work for a company that develops a variety of software solutions for companies of varying sizes. The company has three people in charge, and small teams that each worked on a certain project. 9 months ago I joined the company as a junior developer, and coincidentally, we also started working on our biggest project so far - an online platform for buying groceries from a variety of vendors/merchants and having them be delivered to your doorstep on the same day (hadn't been done to this scale in Estonia yet). One of the people from management joined the team working on that. The company that ordered this is coincidentally being run by one of the richest men in Estonia. The platform included both the actual website for customers to use, a logistics system for routing between the merchants, the warehouse, and the customers, as well as a bunch of mobile apps for the couriers, warehouse personnel, etc. It was built on Node.js with Hapi (for the backend stuff), Angular 2 (for all the UIs, including the apps which are run through a WebView wrapper), and PostgreSQL (for the database). The deadline for the MVP we (read: the management) gave them, but we finished it in about 7 months in a team of five.

The hours were insane, from 10 AM to 10 PM if lucky. When we weren't lucky (which was half of the time, if not more), we had to work until anywhere from 12 PM to 3 AM, sometimes even the whole night. The weekends weren't any better, for the majority of the time we had to put in even more extra hours on the weekends. Luckily, we were paid extra for them, but the salary was no way near fair (the majority of the team earned about 1000€/mo after taxes in a country where junior developers usually earn 1500€/month). Also because of the short deadline given to us, we skipped all the important parts like writing tests, doing CI, code reviews, feature branching/PR's, etc. I tried pushing the team and the management to at least write tests and make feature branches/PRs, but the management always told me that there wasn't enough time to coordinate and work on all that, that we'll do that after launching the MVP, etc. We basically just wrote features, tested them by hand, and pushed into the "test" branch which would later get tested and merged into master.

During development, one of the other juniors managed to write the worst kind of Angular code you could imagine - enormous amounts of duplication, no reusable components (every view contained the everything used in the view, so popups and other parts that should logically be reusable were in every view separately), fuck - even the HTML was broken (the most memorable for me were the "table > tr > div > td" ones, but that's barely scratching the surface). He left a few months into the project, and we had to build upon his shit, ever so slightly trying to fix the shit he produced. This could have definitely been avoided if we did code reviews.

A month after launching the MVP for internal testing, the guy working on the logistics system had burned out and left the company (he's earning more than twice the salary he got here, happy for him, he is a great coder and an even better team player). This could have been avoided if this project had been planned better, but I can't really blame them, since it was the first project they had at this scale (even though they had given longer deadlines for projects way smaller than this).

After we finished and launched the MVP, the second guy from management joined, because he saw we needed extra help. Again I tried to push us into investing the time to write tests for the system (because at this point we had created an unstable cluster fuck of a codebase), but again to no avail. The same "no time, just test it manually for now, we'll do that later when we have time" bullshit from management.

Now, a few weeks ago, the third guy from management joined. He saw what a disaster our whole project was. Him joining was simply a blessing from the skies. He started off by writing migrations using sequelize. I talked to him about writing tests and everything, and he actually listened. He told me that I'm gonna be the one writing them, and also talked to the rest of management about it. I was overjoyed. I could actually hear the bitterness in the voices of the rest of management when they told me how to write the tests, what to test, etc. But I didn't give a flying rat's ass, I was hapi.

I was told to start off by writing a smoke test for the whole client flow using Puppeteer. I got even happier, since I was finally able to again learn new things (this stopped at about 4 or 5 months into the project).

I'm using jest as the framework and started writing the tests in TypeScript. Later I found a library called jest-extended, but it didn't have type defs, so I decided to write them and, for the first time in my life, contribute to the open source community.

So there is this girl who joined the company as a trainee.

The company developed a 1 year project to train 25 trainees and she joined saying that she already had some experience making websites. (remember this)

They started in the beginning of January and stayed for about 3 months just studying the platform (Salesforce) and receiving some classes from Senior Devs, on subjects like OOP basics, loops, conditions and features of the platform.

After this time they joined the teams, 2 joined my team, a guy with 32 years that worked 10 years in a bank and wanted to go for a IT job and the girl of 22.

We gave her a really small task, just to make a code to copy info from one field to the other on a list of objects.

After 3 days of saying she was working on it we asked her to show us the code, she had written the "code" directly in the class, VS Code was going crazy with errors. When we asked her "But where is the method?", she answered "What is a method?"

After it we had other experiences trying to teach her some things. The team was formed by me (mid level dev), another mid level dev, a senior and a architect (who was self taught and one of the best teachers I've ever seen).

We tried for about 3 months to teach her how to do basic stuff, like a for loop, and every time we learned that she was missing some "foundations" of this basic stuff, so we would come back and explain the foundation, and a couple times she needed to use this knowledge like a week later and didn't remember shit.

So after this the team talked with our leader that we wanted to let her go and focus on the other guy who was going really well and some other junior devs who had joined the team.

But the HR found out that she had sued her last company, we don't know the reason, but HR guys were afraid of firing her without a careful firing process.

So now we're stuck with her in the team, and everything we ask her to do need to be remade, not because the code is bad, but because it NEVER works

And after all this I still ask myself, how did she finish college? Every person that i know that studied CS or CS like courses had a lot of OOP or at least knew what a class and a method were supposed to be.

!rant

So I have been recently hired at my current job for leading a product team. We're a small team working in a big company which have other teams working on other projects. I like my work and I have been appreciated for my work which I did since my stay here.
So I and my manager were discussing about how more can we automate our workflow to reduce the time to get the final builds. It was late in night. Suddenly someone asked, 'did I hear automation?'. We turned to see our CTO listening to our conversation. He told us that he's having trouble with automation in his project. I was new, so I didn't know what did he work on, so I asked.
Me: So what did you guys work on?
CTO: well, we work on automating stuff for clients and save them money. We earn 100x revenue than your product (In a more humble tone). I am currently looking for someone who can lead a team of developers for handling the automation scripting part. *Provides description of the candidate* Do you guys know someone like that?
Manager: (pointing towards me) It looks like his description.
CTO: I want him in my team then.
Manager: That can't happen, he's required in very important stuff and you're not allowed to poach.
CTO: I think I have the right to poach 😉
Me: OK, so how much raise am I going to get to switch teams (to the manager) and how much am I going to get to stay? Whoever gives me more I am theirs.
CTO: I like this guy

It's day three, I am still awaiting for one of them to tell me who won 🙁

PS: They both are friends with each other.

A lot of engineering fads go in circle.

Architecture in the 80s: Mainframe and clients.

Architecture in the 90s: Software systems connected by an ESB.

Architecture in the 2000s: Big central service and everyone connects to it for everything

Architecture in the 2010s: Decentralized microservices that communicate with queues.

Current: RabbitMQ and Kafka.

... Can't we just go back to the 90s?

I hate fads.
I hate when I have to get some data, and it's scattered on 20 different servers, and to load a fucking account page, a convoluted network of 40 apps have to be activated, some in PHP, others in JS, others on Java, that are developed by different teams, connected to different tiny ass DBs, all on huge clusters of tiny ass virtual machines that get 30% load at peak hours, 90% of which comes from serializing and parsing messages. 40 people maintaining this nightmare, that could've been just 7 people making a small monolithic system that easily handles this workload on a 4-core server with 32GB of RAM.
Tripple it, put it behind a load balancer, proper DB replication (use fucking CockroachDB if you really want survivability), and you've got zero downtime at a fraction of the cost.

Just because something's cool now, doesn't mean that everybody has to blindly follow it for fucks sake!

Same rant goes for functional vs OOP and all that crap. Going blindly with any of these is just a stupid fad, and the main reason why companies need refactoring of legacy code.

So a company I'm working at has this internal product. I just got employed and was put into that team.

"First task: refactor some of the code"

Alright, I start refactoring. Oh I may need to write a small class for this one. And then rewrite this a bit. And then rewrite that a bit. And then rewrite everything.

"Why are you rewriting most of my code?"

oh i would not have needed to do so if your code was not COMING OUT OF YOUR ASS and if all the teams had FREAKING PROPER API DOCUMENTATION

I suddenly realized all the technical debt shit I told my boss would happen years ago given the way things were done/heading then... Just occurred pretty much all at once last week in the form of critical production issues...

The teams like:
-we need real time server process monitoring
-structured logging for apps
-containerization so one app didn't affect others

Me thinking: yes.... I told you so like 3/4 years ago when I first joined the team and kept repeating so much I got tired of saying at every annual review...

This is exactly what happens when you let technical debt grow and have no free time for developers to look into and fix then while they were small and not critical production processes... Or properly document and peer review them... (Got a shit pile of projects that no one knows how to use or even exists because the devs left the team) and they'll have a lot more when I finally leave... Hopefully this year.... If I can find another role and not need another medical procedure... (Doubtful)

devRant is awesome, but Disney also manages to light-up my day.
This is how Wall-E became a beloved member of our team, and helped me put a smile on my face throughout a very frustrating project.

It all started in a company, not so far far away from here, where management decided to open up development to a wider audience in the organization. Instead of continuing the good-old ping-pong between Business and IT...

'not meeting my expectations' - 'not stated in project requirements'
'stuff's not working - 'business is constantly misusing'
'why are they so difficult' - 'why don't they know what they really want'
'Ping, pong, plok... (business loses point) ping, pong'

... the company aimed to increase collaboration between the 2 worlds, and make development more agile.

The close collaboration on development projects is a journey of falling and getting back up again. Which can be energy draining, but to be honest there is also a lot of positive exposure to our team now.
The relevant part for this story is that de incentive of business teams throughout these projects was mainly to deliver 'something' that 'worked'. Where our team was also very keen on delivering functionality that is stable, scalable, properly documented etc. etc.
We managed to get the fundamentals in place, but because the whole idea was to be more agile or less strict throughout the process, we could not safeguard all best-practices were adhered to during each phase of a project. The ratio Business/IT was simply out of balance to control everything, and the whole idea was to go for a shorter development lifecycle.
One thing for sure, we went a lot faster from design through development to deployment, high-fives followed and everybody was happy (for some time).
Well almost everybody, because we knew our responsibility would not end after the collection of credits at deployment, but that an ongoing cycle of maintenance would follow. As expected, after the celebrations also complaints, new requirements and support requests on bug fixes were incoming.
Not too enthusiastic about constantly patching these projects, I proposed to halt new development and to initiate a proper cleaning of all these projects. With the image in mind of a small enthusiastic fellow, dedicated to clean a garbage-strewn wasteland for humanity, I deemed "Wall-E" a very suited project name. With Wall-E on board, focus for the next period was on completely restructuring these projects to make sure all could be properly maintained for the future.
I knew I was in for some support, so I fetched some cool wall papers to kick-start each day with a fresh set of Wall-E's on my monitors. Subsequently I created a Project Wall-E status report, included Wall-E in team-meetings and before I knew it Wall-E was the most frequently mentioned member of the team. I could not stop to chuckle when mails started to fly on whether "Wall-E completed project A" or if we could discuss "Wall-E's status next report-out". I am really happy we put in the effort with the whole team to properly deploy all functionality. Not only the project became a success, also the idea of associating frustrating activities with a beloved digital buddy landed well in our company. A colleagues already kickstarted 'project Doraemon', which is triggering a lot of fun content. Hope it may give you some inspiration, or at least motivate you to watch Wall-E!

PS: I have been enjoying the posts, valuable learnings and fun experiences for some time now. Decided to also share a bit from my side, here goes my first rant!

So I recently had a university project which focuses video game audio. We had to work in groups of 3 students and the task was to create a video game which uses audio as a gameplay mechanic.

Our idea was to create a game where you collect different audio samples which get looped as background music, and you have to select the correct ones to have a nice tune. To make it a bit more challenging we had enemies, guns and grenades plus doors which only open if the correct music is playing.

The guns fire on-beat, and the grenades always explode on the first beat of the next bar.
It was quite challenging to get things synced since even small offsets are noticable.

I wrote some nice code and theoretically it should have worked but for some reason the gun shots and the grenades didn't quite hit the beat of the music.

I tweaked stuff, created workarounds, optimized lot's of code to get execution times down but it still only worked sometimes.

I tweaked more and more only to realize that the timing drifted over time.

At that time I worked 20-30 hours on tweaking and trying to get it perfectly timed.

After recalculating some numbers I realized that all the audio samples are recorded at 135 bpm, but the guys who did the recordings said it was 130bpm.

I asked them if it could be the case that the samples are 135bpm and they said:
"yes, they are at 135 bpm as we told you"

I scrolled back in the telegram conversation only to see that they said 130.
Changing the number to 135 resolved all the problems and all of my workarounds and tweaks weren't needed.

So I worked for nearly 30 hours just because they didn't notice their fault and even when they realized that the timing is off sometimes (which took forever because they never played the game), they didn't even consider that they might have given me the wrong numbers.

This all wouldn't be that bad if both of my teammates had worked for more than 15 hours but they didn't. I did all the hard work and the only single thing they did fucked up my workflow. It fucked up the system I created and it fucked up the gameplay as things got unpredictable. Because of their fucking fault I worked as much as both of them combined IN ADDITION to all the other work I did (built 3 maps, coded everything, created animations, ...)

I love working in teams, but only if the whole team is motivated. Those two fuckers were the exact opposite.
Luckily i found the error so I could fix it, but guess with whom I'll never ever work together again?

Management Double standards...
At a previous employer, the manager had me doing some QA testing for a updated version of some customer facing UIs. I spent 3 days constantly testing, except for my lunch break.
Every bug that I found I sent to a Sr dev.
Now this Sr dev was a coding savant. I mean awesome coder, but he had the personality of a rat and snake combined. If he wasn't coding he was brown-nosing the manager, talking about how he was doing all the work, or trying to rat on us other devs.
Anyway this dev has spent the 3 days of bug fixing alternating between watching videos and fixing bugs. Don't know what the videos were, don't realy care. I do know that he did not like to be disturbed while watching them...
On the third day, on my lunch break, I decided to watch two fifiteen minute videos on VSTS feeds and linking node packages.
As soon as I started Sr dev came over and asked me if I was focused on the teams priorities. I told him that it was my lunch break and since this was related to an upcoming sprint I thought it was worth it.
This S.O.B. goes full out hissy fit. He was flat out throwing a tantrum like my small daughter would. He made such a noise that my manager walked over and asked what was going on.
This shitbag Sr dev smirked at me and asked to speak to the manager in his office. When the manager called me over I knew what was up. I was lectured on not focusing on the teams priorities. I tried to explain that the videos were relevant to an upcoming sprint but was shot down. When I brought up the fact that the Sr dev was watching videos, the manager told me flat out that he didn't care. I was mad and told the manager that this was bullshit. All the manager cared about was keeping the Sr dev happy. I was told to "treat <shithead sr dev> with respect or else".
It was at that time I decided to look for another job. Less than a month later I left, for a much better paying job with awesome benefits. Sr dev acted like he was hurt I was leaving. Manager couldn't have cared less.
When some others on the team heard what he did, they started looking for work elsewhere too.
A month after I left another Sr dev on the same project left. At the same time a BA and QA tester demanded to be put on another team or else they would leave.
Manager started out with a team of 6 was left with only two people.
When the last one left, manager had the nerve to ask me why I didn't let him know anyone was unhappy. I told him if he cared so little for me, why would I think he care about them.
Ultimately, leaving was one of the best things I could have done.

Motivating and helping each other by forming small teams/pairs of devs who look after each other. No one likes to code alone

The company I work at sends their developers out to other companies to help them work on projects and help them in other ways (advice when communicating to customers of on demand software for example).

While not on a project you are working in house training trainees and interns. Part of that is teaching them to show initiative and treating them as full developers. The 30 interns all discussed a git flow and code format.
During the third sprint (two weeks sprints) a team messaged me if I wanted to check their merge request for the sprint.

It took me a glance at the first file to know they didnt do any review themselves. I used my flywheel to check all their changes and without being able to read the code I saw indentation was all over the place, inconsistent bracket placements etc. I let them know I wouldnt check their code until it was according to their own standards.
Two days later I got the message to check it again. At first glance the indentation was fine so I started reading the code. Every single thing was hardcoded, not made to support mobile (or any resolution other than 1920×1080).
A week later they improved it and still not good. Gave them a few pointers like I would for any colleague and off they went to fix things. The code became worse and indentation was all over the place.

I told them the next time it shouldnt be a quick glance to be able to reject it again. By this time other teams came to me asking why it wasnt merged yet and I explained it to them. One of the teams couldnt do anything u til this was merged so I told them to implement it themselves. I was surprised that 4 teams came to me asking about a merge request, that was every team except the team whose pull request it was.

4 weeks after the intitial sprint the other team made a merge request and I had three small comments and then an hour later it was merged.

The other team messaged me why their merge request did went through (still havent seen any of their team in person, Im sitting 10 meters away from them behind a wall)
They also said that it was easier for them because they started from scratch. Thats when I called them in to discuss it all and if they were not interns but full time developers they would have been fired. I told them communication is key and that if you dont understand something you come in person to ask about it. They all knew I like teaching and have the patience to explain a single thing ten times, but the initiative should be theirs.

One of the team members is my current coworker and he learned his lesson by that. The others stopped with their study and started doing something completely else.

TL;DR
Merge request is open for 4 weeks, in the end another team started from scratch and finished it within a week. The original team didnt ask me questions or come to me in person, where other teams did.

DISCLAIMER: some of you might find it harsh, but in our experience it works the best for teaching and we know when people don't dare to ask questions and we help them in that too. It's all about the soft skills at our company.

Fuck my company. Let the technology people work with technology.

I work at a small company who constantly brings in people who are absolutely useless. The project manager requires me to take items out of azure Dev-ops into an excel because he will not take the time to understand how a board works. The business analyst hands bullshit requirements in formats which no one but him can understand under the pretense that the Devs and architect can ask him when they feel like it. The CEO wants a power-point which again the technical teams have to prepare for him because the project manager or BA will not have time for it. However they make sure to gut the estimates handed over by the Dev team and introduce unfeasible deadlines.

Meanwhile the client has zero problems as the work still somehow gets done due to people in the Dev team overextending. Goddam leeches wasting mine and my teams time doing bullshit.

The emphasis on "team" to the exclusion of the individual (thanks in no small part to Scrum) is destroying the software developer career. It's a pendulum. There are always team/company goals AND personal goals. However, these days, the rhetoric is ALL about the team: everybody on a team has the same title, get rid of people who don't conform to some "collaborative", "open space", "colocated" ideal, etc. OKRs are entirely about giving everybody the exact same goals. I remember sitting down with managers throughout my career to talk about where I want to be in a year. What skills I wanted to explore. There were no guarantees, but the generally accepted idea was that nurturing the employee helped retain the employee. Now, there is only the idea that every developer should have the same "T-shaped" skillset, that all team members are the same, that all teams are interchangeable, that all developers are nameless cogs. It is demoralizing. If I were to give any advice to those looking to enter the industry as a developer right now, it would be "Don't". Because you will be told that being a "hero" is a bad thing. In what other industry does management tell its producers that they don't want people to go "above and beyond", and that if they do, they won't get credit for it because the credit always belongs to everybody.

When your team lead changes jobs leaving you the only developer on your "team"

That moment when you have to take over another person's work (coding) , because they go on vacation.

I love it when asshats, that wear testicles for sunglasses, like to ask me a question about my past experience with a given technology. Let's call it "X". After I've said my piece about the desired effect "X" was supposed to achieve, and describe the environment/scope where "X" was used, and describe the pain points I've encountered with it or the headaches "X" has caused in those environments, these camel spunk garglers then try to immediately rebut me by saying that every one of the times they've set "X" technology up it's worked just fine.

So, I kindly remind them that my past experience was in large enterprises where "X" technology just doesn't scale well so I've seen some issues with it.

Spunk Gargler: "Hmmm, must've just not been setup correctly."

I lose my shit (internally of course because I can't afford to be without a job right now.) and say, "I'm not so sure that it wasn't setup correctly, I just don't think that 'X' works properly at the scale of 500+ employee environments well. You've only ever set it up in small offices of like - what, 20 users?"

Shitlord McHerp-a-Derp who's Drunk on Spunk: "Maybe, but it just sounds like a bad configuration was causing those issues to me."

He shuffled back into his office shortly after I basically told him he's a fucking chump playing small team tactics and I've seen shit at scale so I've seen first hand what does and does not work well.

I'm writing this because this is the same fucking imbecile that has only ever encountered a /23 network once before from a client they inherited from a previous MSP team and they didn't know how to "safely change it" to a /24 so they just left it in place.

(BTW, just for the non-networking guys/gals out there, I'm sure you've already guessed it, but a /23 network is NOT a fucking problem!)

These puffy cancerous taint boils that call themselves IT engineers are the fucking problem!

I'm not a dev by trade or training, but trying to learn DevOps, and I can totally see why Dev teams can/sometimes get pissed with infrastructure teams... infrastructure/helpdesk side of IT is full of these fucking meat heads.

I started a new job about a week ago in an R&D software house which is a completely different world from what I am used to.

I worked as a coder in small teams, sometimes with Agile but always sunk in multiple projects at once - requiring constant switching of sprint goals week to week.

Now, I am alone (first person in a "maybe-in-the-future" team), doing research and preparing a demo for the client. It's hella lot of responsibility yet I found it weirdly liberating - being on my own, in control of what I do.

It may change in the future when project will inevitebly grow, but for right now, a week in, I started smiling while coding and learning, which I apparently haven't done in years.

My worst team experience finished only a week ago:

- Be me
- be averaging 80% in completed modules and on track for a 1st
- have to take a team project worth double credits
- get stuck in random team with 40%ers
- lose 1 artist at the start (team of 12: 6 artists, 6 programmers)
- 2 artists contribute nothing and disappear for a few weeks
- I'm forced to do level design to have something to show (looked good tbh)
- weeks go by and too many contribute very little.
- by the end the team was basically 4 programmers and 2 artists contributing.

All other teams basically get an easy 2:1/1st just because their team turns up and contributes.

I could lose a 1st because of this module bringing down everything else, it also had a huge effect on what I could achieve for my dissertation due to time.

- did get an award at the end for managing to not kill someone and showing restraint 😂😂

Basically don't choose a degree where more than 25% of your mark is almost entirely out of your hands.

The small individual component I averaged over 90%!

I find it funny that, one of the most expected features on Windows, is not even a Windows feature. The teams at Microsoft must be feeling the same way we feel when, after a huge project, the client gets super excited when we implement or change something really, really small, that we did in a couple hours, just for fun.

Due to resource scarcity, my manager Bob had lent me to other manager John. I started working on John's project and now there is a hardcore dependency on me, as I have done good enough work on it. I was also taking some small work items from Bob parallely so I can be up-to-date with my own team, Later Bob calls me and says he wants me back, since my own team has lot of pending tasks. John's project is still unfinished and will take longer then ever. So far, I am dividing my time between the two teams.

My concern is if I pass on John's project, will I even get recognized for it and since John will have no one concrete to work on his project, he will later keep bugging me for help.

And I feel like I don't belong to either of the teams (I am like a step son to both my parents) 😔

I was hired as a team lead. I'd only managed small online teams before but now it's an office job. Any books and articles on technical team leading you may suggest?

This is more of a story than a rant, but it has some rant-ey elements, so whetever...

I work for a pretty big company. Several departments, teams, many different markets...so it's a big orchestration. The programming department (aprox. 5% of all employees) is the core of the whole company, because everybody else uses software we've written...(a bit off topic, the point is there are a lot of people)

So today, I got assigned with a side-project. The project spec arrives, and as I read through it, I start realizing that upper-management whats me to build an app to fire people instead for them. The app is supposed to track salary, connect with Trello (for departments that use it) to track finished tasks, track sick days, work attendence...a lot of stuff, and at the end, if the situation requires, spit out a person that is of least benefit to the company, to be fired...

Now from coding perspective, this will be very interesting and fun to build, but from a moral standpoint, I'm a bit woried...simply because, indirectly, I'm firing those people. Because, the way I tune the the app(specifically the algorithm that weighs the value of an employee to the company) will cause certain people to get fired...

So I'm woried I'm gonna have a small breakdown when the app goes live and I see someone saying goodbye to theie colegues of something similar...heck, the app might even spit out my name some day(I should probably add a tiny if statement somewhere in there :) )
What do you guys think about this, from a moral standpoint? Would you be okay with building something like this?

(Sorry for the long post :/ )

My companies org is in a serious state of disrepair when it comes to project management.

Everything is tracked via conference. Each level of management (CTO, EVP, SVP, BP, S DIRECTOR, DIRECTOR, S MANAGER, MANAGER) all have a different tracking page that all say slightly different things.

To organize things there's a technical project manager who isn't just new to the team, he's new to the field. He's not technical, or experienced in project management. He's never worked within a scrum before.

He's dictating how to organize the teams scrum, and he's getting it very wrong. Decided to organize efforts in all the confluence pages by creating another one for him, again it's different.

When the work in confluence page 3/16 isn't done by a due date anybody knew about, the engineers have to hop on a call and get a Micky mouse solution out the door by the of day so upper management doesn't think the projects off the rails.

In the mean time I've taken a small group of more junior devs and shielding them. We have a side scrum that we manage and is going great, and I'm blocking the BS.

CORPORATE SUCKS. Golden handcuffs are a thing. I might set sail for greener pastures once i don't have to pay back my signing bonus if I leave.

"The ability to change on a dime is one thing small teams have by default that big teams can never have. This is where the big guys envy the little guys. What might take a big team in a huge organization weeks to change may only take a day in a small, lean organization. That advantage is priceless." - Andrew Hunt

Trying to use authenticate a JWT token from an Azure service, which apparently needs to use Azure AD Identity services (Microsoft Entra ID, Azure AD B2C, pick your poison). I sent a request to our Azure admin. Two days later, I follow up, "Sorry, I forgot...here you go..."
Sends me a (small) screenshot of the some of the properties+GUIDs I need, hoping I don't mess up, still missing a few values.
Me: "I need the instance url, domain, and client secret."
<hour later>
T: "Sorry, I don't understand what those are."
Me: "The login URL. I assume it's the default, but I can't see what you see. Any shot you can give me at least read permissions so I can see the various properties without having to bother you?"
T: "I don't see any URLs, I'll send you the config json, the values you need should be in there."
<10 minutes later, I get a json file, nothing I needed>
<find screenshots of what I'm looking for, send em to T>
Me: "The Endpoints, what URLs do you see when you click Endpoints?"
<20 minutes later, sends me the list of endpoints, exactly what I'm looking for, but still not authenticating the JWT>
Me: "Still not working. Not getting an error, just that the authentication is failing. Don't know if it's the JWT, am I missing a slash, or what. Any way I can get at least read permissions so I don't have to keep bugging you to see certain values?"
T: "What do you need, exactly?"
Me: "I don't know. I don't know if I'm using the right secret key, I can't verify if I'm using the right client id. I feel like I'm guessing trying to make this work."
T: "What exactly are you trying to get working?"
<explain, again, what I'm trying to do>
T: "That's probably not going to work. We don't allow AD authentication from the outside world."
Me: "Yes we do. Microsoft Teams, Outlook, the remote access services. I can log into those services from home using my AD credentials."
T: "Oh yea, I guess we do. I meant what you are trying to do. Azure doesn't allow outside services to authenticate using a JWT. Sorry."

FRACK FRACK FRACK!!

Whew! Putting the flamethrower away.

Thanks devrant for letting me rant.

I'm in a team of 3 in a small to medium sized company (over 50 engineers). We all work as full stack engineers.. but I think the definition of full stack here is getting super bloated. Let me give u an example. My team hold a few production apps, and we just launched a new one. The whole team (the 3 of us) are fully responsible on it from planning, design, database model, api, frontend (a react page spa), an extra client. Ok, so all this seems normal to a full stack dev.

Now, we also handle provisioning infra in aws using terraform, doing deployments, building a CI/CD pipeline using jenkins, monitoring, writing tests, building an analytics dashboard.

Recently our tech writer also left, so now we are also handling writing feature releases.

Few days ago, we also had a meeting where they sort of discussed that the maintenance of the engineering shared services, e.g. jenkins servers, (and about 2-3 other services) will now be split between teams in a shared board, previously this was handled only be team leads, but now they want to delegate it down.

And ofcourse not to mention supporting the app itself and updating bug tickets with findings.

I feel like my daily responsiblities are becoming the job responsibilities of at least 3 jobs.

Is this what full stack engineering looks like in your company? Do u handle everything from app design, building, cloud, ops, analytics etc..

TL;DR: This year I changed job to a quite toxic company and because I have to work for two different clients in parallel I'm burning out. I need suggestions about telling about my mental health to my employer or request to change clients because of their incompatibility

----

At the begin of this year I changed work from a small startup (which was nice, but they didn't pay very much) to a consulting company and since then I'm experiencing my first burnout.

Just to give some context, the first month or two months in this new position were nice: the project I've been put on was difficult, but the other people in the team were very kind and helped me navigate through the codebase. After there quiet months, I've been put on a second project (in parallel with the first one), same domain but different client and the two clients must not know that I work for other clients. This doesn't work particularly well because both of the clients require me a full--time presence and both the teams have the tendency to call you without any warning and without setting up a meeting on calendar and beacuse of this I pass 3/4 of my day on such useless meetings (which many of them I have to be present at the same time, and sometimes one meeting is in English and one in Italian) without getting any job done and now both my leads are getting frustrated by my delays.

To make it all worse, when I was contacted from the headhunter it was for a mobile developer position, but because of my previous position my employer thought that I could temporary work on one java project because there was scarcity of developers and I could be a nice fit.

I'm not sure if I sum up my situation clearly of it's confused (I'm sorry about that), but tomorrow I plan to call my employer to tell him that I can't take it anymore and something has to change, I just don't know if I should put it on the incompatibility of the two clients, my mental health or both

Story of my first successful project

Being part of a great team, I've shared in a lot of successes, one I am particularly proud of is my first attempt to use agile methodologies in a deeply waterfall-managment culture.

Time was June/July-ish and we applied for a national quality award where one key element in the application stated how well we handled customer complaint resolution.
While somewhat true (our customer service is the top-shelf good stuff), we did not have a systematic process in resolving customer complaints. Long story short,
the VP lied on her section of the application. Then came the 'emergency', borderline panic meeting (several VPs, managers, etc) to develop a process to better manage
complaints before the in-house inspection in December.
As most top priority projects go, the dev manager allocated 3 developers, 2 DBAs, and any/all network admins we would need (plus all the bureaucratic management that wanted their thumb in the pie).
Fast forward to August, after many, many planning meetings, lost interest, new shiny bouncing balls, I was the only one left on the project. The VP runs into the dev manager in the hallway and asks "Is my program done yet? If its not ready before December with report-able data, we will not win the award."
The <bleep> hit the fan...dev manager comes by...
Frank: "How the application coming along? Almost done?"
Me:"No, haven't really started coding. You moved Jake and Tom over to James's team, Tina quit, and you've had me sidetracked helping other teams because the DBAs are too busy."
Frank: "So, it's excuses. You really think the national quality award auditors care about your excuses? The specification design document has been done for months. This is unacceptable."
Me: "The VP finished up her section yesterday and according to the process, we can't start coding until the document is signed off."
Frank: "Holy f<bleep>ing sh<bleep>t! No one told you *you* couldn't start. You know how to create tables and write code."
Me: "There is no specification to write to. The design document is all about how they plan on reporting the data, not how call agents will be using the application to serve customers."
Frank: "The f<bleep> it isn't. F<bleep>ing monkeys could code against that specification, I helped write it! NO MORE F<bleep>ING EXCUSES! This is your top priority from now on!"

I was 'cleared' to work directly with the call center manager and the VP to develop a fully integrated customer complaint management system before December (by-passing any of the waterfall processes that would get in the way).

I had heard about this 'agile' stuff, attended a few conference tracks on the subject, read the manifesto, and thought "I could do this.".

Over the next month, I had my own 'sprints' and 'scrums' with the manager (at the time, 'agile' was a dirty word so I had to be careful of my words and what info I shared) and by the 2nd iteration had a working prototype.
Feature here, feature there (documenting the 'whys' and 'whats' along the way), and by October, had a full deployed application.

Not thinking I would get a parade or anything, the dev manager came back from a meeting where the VP was showing off the new app to the other VPs (and how she didn't really 'lie' on the application)

Frank: "Everyone is pleased how well the project turned out, except one thing. Erin said you bothered him too much with too many questions."
Me: "Bothered? Did he really say that?"
Frank: "No, not directly, but he said you would stop by his office every day to show him your progress and if he needed you to change anything. You shouldn't have done that."
Me: "Erin really seemed to like the continuous feedback. What we have now is very different than what we started with."
Frank: "Yes, probably because you kept bothering him and not following the specification document. That is why we spend so much time up front in design is so we don't waste management's time, which is exactly what you did."
Me: "We beat the deadline by two months, so I don't think I wasted anyone's time. In fact, this is kind of a big win for us, right?"
Frank: "Not really. There was breakdown in the process. We need better focus on the process, not in these one-hit-wonders."

End the end, the company won the award (mgmt team got to meet the vice president, yes the #2 guy). I know I played a very small, somewhat insignificant role in that victory, I was extremely proud to be part of the team.

I work as part of a small international team in a big corp , we work product quality of sorts but work closer to dev than qa , last week we found several giant issues and reported them in . Dev and Qa teams of said project are Indians . Meeting starts , two of my colleagues are indian as well , so dev , qa and all the other involved parties from india decided they should join in from the same conference room . My manager(he's a brit) presents the issues . Dev manager starts talking , qa manager talks over him , they start to formally yell at one another . One of them (couldn't figure out which one) started asking my two colleagues which one of them found these issues . At this point I had already passed a headphone to my ex-colleague who still sits next to me , he looks at me when he hears the question . I panic . Colleagues say they don't know (*phu* I didn't CC them in emails and my manager didn't tell them ) . My manager tells them to calm down , take responsibility and find solutions else he'll veto the product back into fullblown development . Other managers start growling and fighting again (more than 10 people were in the same room arguing) me and my ex-colleague decide to go take a coffee since I didn't have a saying in the meeting . We get back 10 minutes later , indians are still arguing over my manager trying to explain the issues a 4th time . I IM my manager and ask to drop the meeting , he gave me the ok and I dropped out, my head was hurting after an hour long meeting of angry indians arguing in a conference room and it kept hurting the whole day...yeah...meetings...fun time...

I called the hack "blow up bunny", was in my first company.

We had 4 industrial printers which usually got fed by PHP / IPP to generate invoices / picking lists / ...

The dilemma started with inventory - we didn't have time to prepar due to a severe influenza going round (my team of 5 was down to 2 persons, where on was stuck with trying to maintain order. Overall I guess more than 40 % ill, of roughly 70 persons...)

Inventory was the kind of ultimate death process. Since the company sold mobile accessoires and other - small - stuff.

Small is the important word here....

Over 10 000 items were usually in stock.

Everything needed to be counted if open or (if closed) at least registered.

The dev task was to generate PDFs with SKUs and prefilled information to prevent disaster.

The problem wasn't printing.

The problem was time and size.

To generate lists for > 10 000 articles, matching SKUs, segmented by number of teams isn't fun.

To print it even less. Especially since printers can and will fail - if you send nonstop, there is a high chance that the printer get's stuck since the printers command buffer get's cranky and so on.

It was my longest working day: 18 hours.

In the end "Blow up bunny" did something incredibly stupid: It was a not so trivial bash pipeline which "blew up" the large PDF in a max of 5 pages, sent it to one of the 4 printers in round robin fashion.

After a max of 4 iterations, bunny was called.

"bunny" was the fun part.

Via IPP you can of course watch the printer queue.

So...

Check if queue was empty, start next round with determined empty printer queues.

Not so easy already. But due to the amount of pages this could fail too.

This was the moment where my brain suddenly got stuck aft 4 o clock in the morning in a very dark and spookey empty company - what if the printer get's stuck? I could send an reset queue or stuff like that, but all in all - dead is dead. Paper Jam is paper jam.

So... I just added all cups servers to the curl list of bunny.

Yes. I printed on all > 50 printers on 4 beefy CUPS servers in the whole company.

It worked.

People were pretty pissed since collecting them was a pita... But it worked.

And in less than 2 hours, which I would have never believed (cannot remember the previous time or number of pages...)

Best project management tool for webdev, for small/medium sized teams (5-10 people) and projects? Must include quick project setup with checklist templates.

So in my company there few small teams all with lead devs. One team is leaded by a girl who changed her profession. She's good at architecture/Dev stuff. But one thing she's terrible at is her leading role. She won't confront any bad behavior, she won't ask about any problem with the tasks. She won't ask her tram how long will the tasks take, so she puts her own valuations.

But the killer is she's whining everyday to the management about her team members. That they didn't do their tasks/don't want to cooperate. Never looking in the eyes even when she whines about a person in the same room.

Another thing is that our CTO is always doing her leading job, confronting team members, giving them reprimends. She lost all her authority by this. Nobody respects her. And after a slight note about her behavior you just gonna get a big talk with CTO and nothing will change.

Another thing is that, she Nevers connect with her team. Don't talk together, won't go with them for the coffee, never at the integration parties.

That CTO connection is another topic...

Oh and I'm by the next month I'm gonna be throwed into her team, so wish me luck...

I find it funny that core software from major companies has such bad bugs or flaws. With large development teams and QA they still get through, yet a bug half as bad on a system for a customer developed by a small team, we get a roasting for it!

Slowly I am strongly considering changing the company. Somehow our management is losing its focus on reality. On the one hand, the management doesn't care one bit about what problems we have, especially when we have issues with other teams, which makes it impossible to finish our (necessary) features. But when the management wants something, everything has to be completed immediately and preferably yesterday.
We work in our team (and in almost the entire development) according to Scrum, so we are organized in sprints. However, our CTO thinks that none of this matters and that the whole planning has to be thrown out just because he wants a small (absolutely stupid) feature.
And then, our supervisor thinks he has to force us to do things that are entirely irrelevant for the team. We wouldn't have any advantage and would just be the henchmen of others.
And then there's a neighboring team that refuses to make any progress and keeps blocking everything. But somehow it's management's favorite team and can simply (unofficially) decide about other teams.
Honestly, I'm pretty pissed off now, and I'm not in the mood for that crap anymore.

!rant

Well kinda, more like first world problems.
I started freelancing almost three years ago, it took a lot of hard work, sweat blood and tears to get this whole thing running.
I am currently in a very good place, have a lot of retainer contracts and the awesome freedom that comes with being a freelancer.

Two days ago I got an offer from one of my clients, they really want to have me on board, full time, it's a small, already established startup company, that has big clients, they want me to go into partnership with them, see still haven't talked numbers but they are very "generous".
the idea is to get me ASAP full time on board and start working on a partnership contract specifying all the small details.

I love being a freelancer, the freedom is amazing, client acquisition is Eons away from being a problem, but I miss the team work, and I miss working on products and building teams, freelancers are kind of a lone wolves.

I love working with these clients, there is a lot of mutual respect, they are very transparent and we really are on the same wave.

This could be an amazing opportunity for the next steps in my carrier.
I'm having a hard time making a decision, I'm basically changing my mind about it every two hours...

I mean I guess I'm planning to open my own company at some point anyways... so maybe going into a small but stable company is the way to go..

What would you do?
Would you take the offer? Or would you keep freelancing?

Well fuck. I am experiencing over-engineering first hand.

I am the single dev responsible for developing a small feature but which is an identity to our whole product(feel free to guess it here). This is quite simple I thought, I can just modify the constants which are being used in the source code and I can finish it off in a week tops. I asked all the relevant teams over which this feature would have dependencies and they gave me a green signal. Setup Jenkins configuration and everything for this new feature. With a wide grin on my face, I sent out a pull request. Now the architect of our product declined the pr saying to change everything from the bottom up giving the reason that it would be configurable sometime later in the future. Now mind you, I get it if this feature could change over time and needs customability. But it has been the same since last seven years and would probably not change again for a couple of years ahead [you have to take my word for it.]. Its not that the guy is a douche or anything, he is one of the best dev I have ever personally came across and I highly respect and admire him. But there has to be a trade off between the effort you are putting in versus the benefit you get. Now I have to touch almost every file, super carefully look in the whole product if a bug creeps out from anywhere and change the existing code to a point where it doesn't even make sense to me anymore, and write tests ofcourse.

wubba lubba dub dub!

I've worked at a small business for the last 10 years. We used to do all our IT provisioning services in house because originally you could count the number of employees on a mutilated hand. The nice thing about this was that we could get a new employee up and onboarded in a couple of hours.

In the last 6 months we've now moved to Microsoft stack for credentials and managed by a 3rd party provider because it's not worth our time. The problem is that 4 days in, our new employees still have no access to their email or the fileserver.

I've heard about the power of positive thinking so just wanted to celebrate how I've made it to big enterprise!

(Also Microsoft Teams is utterly horrific and IMO successful only because big enterprise organisations need to fulfil statutory compliance/accreditation requirements. It is the definition of economic rent seeking)

Junior Dev about 18months in my current job and I've got a problem

Started to feel not wanting to code at work, despite working on a greenfield project thats critical and using new tech. I get a little defensive about PR's over stupid small things (PR was once rejected due to auto indentation "not to standard").

Talked with boss (who I get on well with and like) and thinks my problem is I've lost confidence coding. Trys to get more senior Dev to on side to help me out more.

Same senior Dev is really close with other junior on my team - pair on alot of stuff all the time, have lunch and spend free time together, and will work way past working hours just to try and finish something that day (even though it's not due that day).
(Probs working ~60h weeks, where as I'm ~42h and contracted for 37h. I'll work on if I need to but tries to have balance)

Senior and other junior tend to ignore tickets on the board, do the work and then when I pick it up they say "I did that last night". No docs, no PR for me to ask about how it was done (as they merged it themselves). (They have previously completely refactored my branch in the past overnight then not told me atall)

I'm not saying its favouritism here, but I'm not happy with the situation. I feel I can't ask questions as they are always together or they discuss the problem themselves and just give me the answer (not really acknowledging my points). I dont tend to ask for help from this senior Dev now as I don't feel it's worthwhile learning wise for me.

Other people in the team are great but working on other aspects so not a direct one-to-one alignment (others are DB Dev & principal senior dev)

Furthermore I'm wanting to possibly work on full stack web or more architecture stuff, both which are not in my current teams remit (backend up to API).

So - what do I do? Try and remedy the situation in the current team as best as or look for a new teams as cut my losses.

I'm torn between the 2 and I'm unsure how to get out this rut. I feel I need to find a solution to this soon though

(Sorry for the long rant folks)

I work in a small team. As the senior dev I tens to focus on important tasks that shape the core of the product but some times I can’t divide my self when there are multiple tasks at hand, so I pass some tasks to the an other mid level dev.

So the task was to create an automation in order to CD (continuously deliver) an order from WHMCS of the (git versioned) product to customers UAT, PROD envs.

To get a background this is an old guy with “constricted” experience in PHP/jQuery/Joomla/Wordpress.

So when we were breaking up the tasks he told me he would like to implement this so i gave him the task as i was busy with core features.

I was like what could go wrong? I know he doesn’t know much about CI/CD but he can read right? He will google right? He will search for CI/CD solutions that do this out of the box right? He will design on paper or what ever and do small POCs right? He will design the flow first before starting the implementation right? RIGHT?

So fast forward to today I had a call with him this morning about some DB staff. And he wanted to show me his progress…

His solution is:
(parentheses is my brain)
1. Customer completes WHMCS order (perfect)
2. Web Hook 🪝 action (YES)
3. cpanel gets source and “automatic!” Init, all using pure PHP code ignoring the usage of the current framework (ok… something is missing)
4. cpanel web hooks(?) WHMCS to send email to customer with the envs initial setup page(?)
5. Customer opens link and adds setup info (ok fuck, fuck, fuck)

(Ok stay cool composed, lets ask some questions maybe he thought it all in a cool way I can’t get my mind around)

Me: So how are you gonna get the correct version from the repo to the env and init the correct schema?

Dev: I haven’t thought about it yet.

Me: Are we gonna save each version to a file system then your code is going to fetch them?

Dev: I haven’t really thought about it we will see. But look on customer init user setup I implemented a password strength validation and it also checks if the password is the same.

So after this Pokémon encounter I politely closed teams. Stood up drank some (a lot) coffee ☕️. Put out the washed laundry while reflecting on life’s good things, while listening to classical music 🎼 .

Then I sat on my office chair drank some more coffee, put some linking park starting with in that order:
“Numb” then “What I’ve Done” and ended with “In the end, it does really fucking matter”

I am having an introspective moment as a junior dev.

I am working in my 3rd company now and have spent the avg amount of time i would spent in a company ( 1- 1.5 years)

I find myself in similar problems and trajectories:

1. The companies i worked for were startups of various scales : an edtech platform, an insurance company (branch of an mnc) and a b2b analytics company

2. These people hire developers based on domain knowledge and not innovative thinking , and expect them to build anything that the PMs deem as growth/engagement worthy ( For eg, i am bad at those memory time optimising programming/ ds/algo, but i can make any kind of android screen/component, so me and people like me get hired here)

3. These people hire new PMs based on expertise in revenue generation and again , not on the basis of innovative thinking, coz most of the time these folks make tickets to experiment with buttons and text colors to increase engagement/growth

4. The system goes into chaos mode soon since their are so many cross operating teams and the PMs running around trying to boss every dev , qa and designer to add their changes in the app.

5. meanwhile due to multiple different teams working on different aspects, their is no common data center with up to date info of all flows, products and features. the product soon becomes a Frankenstein monster.

6. Thus these companies require more and more devs and QAs which are cogs in the system then innovative thinkers . the cogs in the system will simply come, dimwittingly add whatever feature is needed and goto home.

7. the cogs in system which also start taking the pain of tracking the changes and learning about the product itself becomes "load bearing cogs" : i.e the devs with so much knowledge of the product that they can be helpful in every aspect of feature lifecycle .

8. such devs find themselves in no need for proving themselves , in no need for doing innovative work and are simply promoted based on their domain knowledge and impact.

My question is simply this : are we as a dev just destined to be load bearing cogs?

we are doing the work which ideally a manager should be doing, ie maintaining confluence docs with end to end technical as well as business logic info of every feature/flow.

So is that the only definition of a Software Engineer in a technical product?

then how come innovations happen in companies like meta Microsoft google open ai etc?

if i have to guess as a far observer, i would say their diversity in different fields helps them mix and match stuff and lead to innovative stuff.

For eg, the android os team in google has helped add many innovative things in google cloud product and vice versa.

same is with azure and windows . windows is now optomissed to run in cloud machines when at one point it was just a horrible memory hogging and slow pc OS

for small companies, 1 ideology/product/domain is their hero ideology/product/domain .

an insurance company tries to experiment with stuff related to insurances,health,vehicles,and the best innovations they come up with is "lets give user a discount in premium if they do 5000 steps a day for an year".

edtech would say "lets do live streaming for children apart from static videos"

but Android team at google said , "since ai team is doing so well, lets include ai in various system apps and support device level models" ~ a much larger innovation as 2 domains combined to make a product

The small companies are not aiming to be an innovative product, they are just aiming to be a monopoly product. and this is kinda sad

The platform team who provides all other teams with common framework emails everybody we need to upgrade the framework to new version. Let’s say version 1.a.0. They say it brings crucial security features and all pipelines using old versions would be blocked. My colleague created a story to upgrade all of our 10 microservices. When I got to it in a couple of days for some fucking reason they already rolled out 1.a.1 and didn’t inform anybody, the pipelines just logged warning u need to use 1.a.1. Alright, I did the upgrade to 1.a.1 and merged ducking everything in 10 fucking microservices. In a couple of days at morning they roll our 1.a.2 and require everybody to upgrade ducking degenerates as they found a high severity bug. I wanted to start again but was lazy and did nothing all day to learn that at 6pm the fuckers roll out 1.a.3!!! And again require everyone to upgrade!1!1!1eleven
Ten fuxkibg microservices. Goddamit write some unit tests, do friends&family, do fucking tests on small group of your inner clients before rolling out this shit that everybody must to use.
Spat at the display

What do people here use to 'manage' projects in small teams?

Im currently working in a team of 2 and using gitlab for git and using the changelog for changes and todo stuff.

Its working 'alright' but its still a bit of a hassle specialy for 2 persons.

People here use other tools that are faster to use etc?

So I joined this amazing team at a pretty good company. They're solving some interesting problems and improving the company's product. I'd been very motivated working with them from the start.
A few weeks ago the company announced they'd be allocating more resources for sales related teams and turns out my team is one that's gonna be gutted from 7 to 3 devs.
I've been extremely demotivated since I just left a fintech cause I found the space extremely boring. Haven't been able to work, finish tasks etc knowing I'm gonna go back to something I know I don't enjoy.

Not sure if I should leave, just slack off or what since the pay is really good and I've only been here half a year. There was also a small singing bonus I'd have to return.
Any tips?

My team works as a growth team. So, I have to start with different documentations from different teams each time I start a project.
The thing is documentation is badly written and you have to dig a lot to find a small thing.
At the same time, culture of the company urges us to go deep before contacting another team.
Each team's documentation is different and some people force on reading the documentation before contacting them. Growing technically has become a lot more challenging me and honestly I don't want to do this anymore.