1. Humans perform best if they have ownership over a slice of responsibility. Find roles and positions within the company which give you energy. Being "just another intern/junior" is unacceptable, you must strive to be head of photography, chief of data security, master of updating packages, whatever makes you want to jump out of bed in the morning. Management has only one metric to perform on, only one right to exist: Coaching people to find their optimal role. Productivity and growth will inevitably emerge if you do what you love. — Boss at current company

2. Don't jump to the newest technology just because it's popular or shiny. Don't cling to old technology just because it's proven. — Team lead at the Arianespace contractor I worked for.

4. "Developing a product you wouldn't like to use as an end user, is unsustainable. You can try to convince yourself and others that cancer is great for weight loss, but you're still gonna die if you don't try to cure it. You can keep ignoring the disease here to fill your wallet for a while, but it's worse for your health than smoking a pack of cigs a day." — my team supervisor, heavy smoker, and possibly the only sane person at Microsoft.

5. Never trust documentation, never trust comments, never trust untested code, never trust tests, never trust commit messages, never trust bug reports, never trust numbered lists or graphs without clearly labeled axes. You never know what is missing from them, what was redacted away. — Coworker at current company.

So i've spent the day:

a) Finding evidence (again) of product not doing their job, to send on to one of my managers. So we can again discuss why she's still here.

b) Explaining to my iOS developer that although all the devs are in agreement that 2 of them are not pulling their weight and shouldn't be here ... they will definitely still be here because management actually want to keep our multi-timezone setup as they see it as beneficial. We, do not.

c) Having a meeting with another manager, in a different department. (Backstory, a member of their team has had many complaints filed against them by various members of the building, including one from my team). To let them know that my employee felt like you ignored her concerns and complaints and are going to allow this person pass their probation without considering the implications.

I hope to actually find some time in the reminder of the day to actually achieve something, rather than just telling skidmarks that they are in fact skidmarks.

... but probably won't due to 3 hours of pointless back to back meetings, where we answer the same few questions every week.

I really do love being a tech lead. So refreshing.

Man how do you skinny devs keep so skinny? I'm not even eating fat things and I'm nearing to light obesity... Is there a patch that I missed? apt update says it's up to date?

I walk into the kickoff meeting today. The first part of this project had 5 developers and a project manager. Former project manager handled communication and sheltered us from bullshit. We built an amazing piece of software in a very short time. Customers were so amazed that they decided to reboot the project, boost the funding by several million, and let us go again. They specifically requested the same team.

Now the team looks like this: the neediest tester guy, a UX lady that doesn't have any UX background, an agile "visionary", a project manager that doesn't understand how development works, a solutions architect, 3 COTS platform specialists, a devops specialist, and an account lead. They have booked all kinds of workshops and other shit to kick things off.

So development capacity is only 60% of what it was. Management ratio was 1:5 before. Now the management ratio is 9:3. The new project manager thinks developers should be on more customer calls and responding to all customer emails during sprints. We already built this system and devops pipelines end to end. The COTS people, solutions architect, or the UX person can't program. They want us to magically convert this custom application into one based on COTS. What we need to do is make the rest of the business processes that we omitted, integrate known feedback, rework the backend, build better automated testing, improve logging and reporting, add another actor to the system, add a different authentication method, and basically work through the massive backlog.

How do they think this is going to work? Do they think we can download a custom engineered enterprise grade software system from Microsoft and double click all the way to customer satisfaction? The licenses alone are too much for the customer on an ongoing cost basis. I guess we can discuss it during the agile team-building weekend at some remote lake that the team "visionary" has set up. For the sake of fuck.

Like development isn't hard enough. Hire two more developers and lose all of the dead weight. Get a project manager that won't let the trivial shit roll down on us. What the fuck.

*The Fearless Leader*

I get a call to check up on a robot that has been exceeding weight limits at certain points of its movement (Crashing). As I get to the pendant (robo-game controller thingy I like to call it) and look over the alerts and warnings I notice some oil around the main power box of the Robot.... Nothing around this has oil.. so I start looking around and it turns out that the issue wasn’t a crash at all! It was an oily shorted out wire that kept sparking mad heavy when that servo was called on.. causing a large servo failure that required a full restart of the power box. I called our fearless leader and showed him only to find out that there was a motor leaking oil from the electrical end... My fearless leader runs both the Maintenance and Robotics department. When the motor was eventually fixed we overheard the technicians say that our fearless leader knew about this a week ago and decided to leave it that way.... with oil... coming out of an electrical cable..... *sigh* well Anyway after all the wires were fixed and motors changed. He comes up to me and says that he can’t believe that I didn’t call maintenance and fill a report on negligence of technicians for failing preventative maintenance....

I lost my cool a little, firstly that’s not my job, I’m literally one of the lowest ranking here. I called my next in command to figure out what I should do. Secondly the technicians told me that you told them to leave it like that! So if this place caught on fire this would have been on you!

Later I found out that he was trying to fire a technician and wanted me to do the dirty work.. I’m not going to be the reason another man loses the means for him to feed his family. The technician is a pretty cool and fair guy too!

Our fearless leader was a forklift driver and has no experience in robotics or maintenance... I don’t know how this happens or even why but all I know is this man is running both departments to the ground and management loves him.....

dev, ~boring

This is either a shower thought or a sober weed thought, not really sure which, but I've given some serious consideration to "team composition" and "working condition" as a facet of employment, particularly in regard to how they translate into hiring decisions and team composition.

I've put together a number of teams over the years, and in almost every case I've had to abide by an assemblage of pre-defined contexts that dictated the terms of the team working arrangement:

1. a team structure dictated to me
2. a working temporality scheme dictated to me
3. a geographic region in which I was allowed to hire
4. a headcount, position tuple I was required to abide by

I've come to regard these structures as weaknesses. It's a bit like the project management triangle in which you choose 1-2 from a list of inadequate options. Sometimes this is grounded in business reality, but more often than not it's because the people surrounding the decisions thrive on risk mitigation frameworks that become trickle down failure as they impose themselves on all aspects of the business regardless of compatibility.

At the moment, I'm in another startup that I have significantly more control over and again have found my partners discussing the imposition of structure and framework around how, where, why, who and what work people do before contact with any action. My mind is screaming at me to pull the cord, as much as I hate the expression. This stems from a single thought:

"Hierarchy and structure should arise from an understanding of a problem domain"

As engineers we develop processes based on logic; it's our job, it's what we do. Logic operates on data derived from from experiments, so in the absence of the real we perform thought experiments that attempt to reveal some fundamental fact we can use to make a determination.

In this instance we can ask ourselves the question, "what works?" The question can have a number contexts: people, effort required, time, pay, need, skills, regulation, schedule. These things in isolation all have a relative importance ( a weight ), and they can relatively expose limits of mutual exclusivity (pay > budget, skills < need, schedule < (people * time/effort)). The pre-imposed frameworks in that light are just generic attempts to abstract away those concerns based on pre-existing knowledge. There's a chance they're fine, and just generally misunderstood or misapplied; there's also a chance they're insufficient in the face of change.

Fictional entities like the "A Team," comprise a group of humans whose skills are mutually compatible, and achieve synergy by random chance. Since real life doesn't work on movie/comic book logic, it's easy to dismiss the seed of possibility there, that an organic structure can naturally evolve to function beyond its basic parts due to a natural compatibility that wasn't necessarily statistically quantifiable (par-entropic).

I'm definitely not proposing that, nor do I subscribe to the 10x ninja founders are ideal theory. Moreso, this line of reasoning leads me to the thought that team composition can be grown organically based on an acceptance of a few observed truths about shipping products:

1. demand is constant
2. skills can either be bought or developed
3. the requirement for skills grows linearly
4. hierarchy limits the potential for flexibility
5. a team's technically proficiency over time should lead to a non-linear relationship relationship between headcount and growth

Given that, I can devise a heuristic, organic framework for growing a team:

- Don't impose reporting structure before it has value (you don't have to flatten a hierarchy that doesn't exist)
- crush silos before they arise
- Identify needed skills based on objectives
- base salary projections on need, not available capital
- Hire to fill skills gap, be open to training since you have to pay for it either way
- Timelines should always account for skills gap and training efforts
- Assume churn will happen based on team dynamics
- Where someone is doesn't matter so long as it's legal. Time zones are only a problem if you make them one.
- Understand that the needs of a team are relative to a given project, so cookie cutter team composition and project management won't work in software
- Accept that failure is always a risk
- operate with the assumption that teams that are skilled, empowered and motivated are more likely to succeed.
- Culture fit is a per team thing, if the team hates each other they won't work well no matter how much time and money you throw at it

Last thing isn't derived from the train of thought, just things I feel are true:

- Training and headcount is an investment that grows linearly over time, but can have exponential value. Retain people, not services.
- "you build it, you run it" will result in happier customers, faster pivoting. Don't adopt an application maintenance strategy

/rant

I'm an idealist. I'm an optimist.
So of course I get enormously stressed out and depressed when the world just keeps fucking me over.

I have been at my current job for 2.5+ years. Been on the same project for the past 2+. And I am now on my 4th manager (not including the guy who hired me and got fired before I started).

It's just been one thing after the other. So many problems on this project with only one other dev on it until recently. Management has been avoiding taking proper actions.

I have done as much as I can and it has been a burden on my health. Last year I got passed over for a pay raise because of a bad manager, who since left for greener pastures. This year I got a small pay raise (below inflation) and a surprise bonus of such minuscule proportions that it's fucking laughable. I am being grossly underpaid for the weight that I'm pulling.

We just had a reorg that actually is a huge step in the right direction, and my new manager seems to actually want to give the project some proper attention.
So I asked him for a talk about my title and salary, so we can set things right.

We have now had two talks in a little over a week, in which he has emphatically stated over and over again how he just doesn't have the information or the power to give me anything at all.

And the thing is. I don't want to find another job. Of course I could easily do so, and for a lot more money too. But the problem is, I'm an idealist. I actually believe that what I'm working on, and what I will be working on in the future, at this place, is really important.

I should just get the hell out, as many of my colleagues have. It's actually quite incredible how many people have left my team over the past 6 months.

But I'm an optimist. I cannot see how management can possibly continue on this path without realising the consequences and taking action.

So now I've scheduled a meeting with the CEO to give him my two cents. I've done it before, which may actually have played a part in putting the reorg in motion.

I have to believe I can appeal to reason.
Otherwise, what's the point of anything?

I know. I'm the fucking clown meme.

Peace out.

Soo since my last rant on my whole f'ed life last December, life has been going on for a while.

I've been married and FINALLY land on 2 part-time job ( both require on site but time is flexible), so I do both currently. But after 2 month or so, I start to have some problem with my health. I've been working 12 hrs a day, not mentioning average 2 hrs on college classes daily, and my body health starts to weaken overtime.

I've lost 7 kg of weight in a single month and another 5 in the second month. ( Granted I as m obese so this is quite a good thing).

While one of the work still under trial period for 3 months, but sign says that I would asked to stay longer. And I can't afford to stop working bcs I need both salaries to help my little family stays afloat.

Wish me luck

*Btw, oot Question, but had anyone here working with an SDK from Russian based Security video management system named Axxon? If yes I want ask some question regarding their SDKs...

Every single time that I realised how much of my expertise sounds like vaporware to people, mostly management and C-level.

Have been working on security for quite some time now but seeing that I can't really get through make me feel useless and not worth my weight in shit.

FML so I have recently learned I am mandated (nodoby asked me if I wanted to do it, management just assumed I would) to help and train an offshore SQA team with 10 hours of jet lag to automate their tests on physical hardware because everything they do is manual and their environment is all mocked including hardware... there is barely any doc on how they test their shit or on what they even do. I need them to show me their shit work on goddamn zoom. And then once I manage to do this by some fucking miracle, I need to show them how to take over my already automated project.

Dudes cannot even code, how the fuck am I supposed to do this? Worse is I was told I can't impose our tested infrastructure and libs on them because "we have to give them flexibility" or some bullshit.

Fucking pay cheaply 5 people offshore to get fuck all done and then put the weight on my shoulders when you are surprised it does not work? You bunch of management fucks, eh?

Lucky I am getting some shiny offers elsewhere.

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