Here's a true story about a "fight" between me and my project manager...

I've been working as a Frontend developer for nearly two years, managed to acquire a decent amount of knowledge, in some cases well above the rest of my coworkers, and one day I got into a bit of a disagreement with my project manager.

Basically he wanted me to copy/paste some feature from another project (needless to say, that... "thing" has more bugs than an ant farm), and against his orders I started doing that feature from scratch, to build a solid foundation from the very start.
I had a lengthy deadline to deliver that feature, they were expecting me to take some time to fix some of the bugs as well, but my idea was to make it bug-free from the moment the feature was released. Both my method and the one I should be copying worked the exact same, but mine was superior in every way, had no bugs, was scalable and upgradeable with little effort, there was no reason not to accept it.

We use scrum as our work methodology, so we have daily meetings. In one of those, the project manager asked me how was the progress on that new feature, and I told him I was just polishing up the code and integrating it with the rest of the project, to make sure everything was working properly. I still had a full day left before the deadline set for that feature, and I was expecting to take about half an hour to finish up a couple lines of code and test everything, no issues so far...

But then he exploded, and demanded to know why wasn't I copying the code from the other project, to which I answered "because this way things will work better".
Right after he said that the feature was working on the other project, copying and pasting it should take a few minutes to do and maybe a couple of extra hours to fix any issues that might have appeared...
The problem here is, the other project was made by trainees, I honestly can't navigate through 3 pages without bumping into an average of 2 errors per page, I was placed into this new project because they know I do quality code, and they wanted this project to be properly made, unlike the previous one, so I was baffled when he said that he preferred me to copy code instead of doing "good" code...
My next reply was "just because something has been made and is working that doesn't mean that it has been properly made nor will work as it should, I could save a few hours copying code (except I wouldn't save any, it would take me more time to adapt the code than to do it from scratch) but then I'll be wasting weeks of work because of new bugs that will be reported over time, because trust me, they will appear... "

I told him this in a very calm manner, but everybody in the meeting room paused and started staring at me, not many dare challenge that specific project manager, and I had just done that...
After a few seconds of silence the PM finally said... "look, if you manage to finish your task inside the set deadline I'll forget we ever had this conversation, but I'll leave a note on my book, just in case..."

I finished that task in about 30 mins, as expected, still had 7 hours till deadline, and I completely forgot about that feature until now because it has never given any issues whatsoever, and is now being used for other projects as well.

It was one of my proudest/rage inducing moments in this project, and honestly, I think I have hit my PM with a very big white glove because some weeks after this event the CEO himself came to the whole team to congratulate us on the outstanding work being made so far, in a project that acted against the PM's orders 90% of the time.

Find a place where management is able to handle some criticism.

I personally think Agile/Scrum is holy, and I don't mean "yeah we kind of do our own version of it", no, fucking do it by the book. The PM shouldn't assign estimates. Developers shouldn't receive bugfix requests from anyone other than the scrum master. The CTO can't be your scrum master... etc.

If a company can't answer the question "What were the points of feedback during the last retrospective(s), and how are those points being picked up?" -- Don't work there.

Many other things are optional in my opinion. I could work at a company without QA, without fruit baskets, table tennis, without Friday drinks. I could even live without git & continuous integration, just emailing patches to a patch integrator. I don't care.

But maintaining a safe bubble of serenity and sanity for devs to do their work in, that is an absolute must.

Also, option to WFH as much as wanted. Offices are nice for social bonding, but they kill productivity for me.

Okay so here are a few lessons that I have learned from being an intern to a junior developer (who’s just 2 years out of college).
- every ninja engineer starts off as a noob. There’s nothing to be ashamed of if you don’t know “everything” about coding
- Respect everyone’s opinion (including the one that shouts your design is crap in a meeting). Don’t process them too much.
- leave things that happen at work, in the workplace
- Keep yourself up to date even after you’ve bagged the 100,000$ offer. Never.stop.learning.
- Be polite to your interns (been there). They look up to you and treat their juniors the way you treat them.
- Be honest. Including your tiny scrum updates. If you need more time, tell it. If you’ve screwed up something , own it up.
- Never blame or point fingers.
- Nothing is irreversible.(except things like sudo rm -rf/)
- There’s always a way out(of any mess).
- Respect what came before.
- Respect what comes after (before you push badly written code)
- It’s ok to point out mistakes but Be kind. (Else you’ll end up in someone else’s rant ;-) )

There are three things in my workflow that I don't like:

1. Feature requests appearing out of thin air.

It's common to be handled work at 2pm that needs to be deployed by the end of day. Usually it's bug fixes, and that's ok I guess, but sometimes it's brand new features. How the fuck am I supposed to do a good job in such a short time? I don't even have time to wrap my head around the details and I'm expected to implement it, test it, make sure it doesn't break anything and make it pass through code review? With still time to deploy and make sure it's ok? In a few hours? I'm not fucking superman!

2. Not being asked about estimates.

Everything is handed to me with a fixed deadline, usually pulled off my PM's ass, who has no frontend experience. "You have two weeks to make this website." "You must have this done this by tomorrow morning." The result, of course, is rushed code that was barely tested (by hand, no time for unit or integration tests).

3. Being the last part of the product development process.

Being the last part means that our deadlines are the most strict. If we don't meet the deadline, the client will be pissed. The thing is, the design part is usually the one that exceeds its time (because clients keep asking for changes). So when the project lands on our desks it's already delayed and we have to rush it.

This all sounds too much like bad planning to me. I guess it's the result of not doing scrum. There are no sprints, no planning meetings, only weekly status update meetings. Are your jobs similar? Is it just usual "agency work"?

I'm so tired of the constant pressure and having to rush my work. Oh, and the worst part is we don't have time for anything else. We're still stuck with webpack 2 because we never have time to update it ffs.

Yeah boss, lets study Scrum extensively so you can:

- Create variable length sprints
- User stories that are meaningless like 'fixes'
- Tasks that should be User Stories
- Duplicated tasks/stories that are on the fucking backlog already
- Cross sprints on projects
- No meetings at fucking all to determine who will do what
- Assign people on vacation to current sprints

The list goes on...

An when I point things like that out lets just look at the guy who spent 6 months studying this shit, taught you ( at least tried... ) as if he is saying nonsense while our projects get delayed and our code spaghettifies because we are always in a hurry for lack of time to plan anything :)

Please disregard. I just need to vent.

Being a manager is so fucking shit. This is not even about devs or tech specific only. Never become a manager.
Why? Because it’s about handling people and all the dumb shit they do. It’s all about knowing what people suck at and preventing that weakness from leaking into other areas. The amount of fucked up people on this earth means that you have to work with at least some of them, and that means putting up with their stupid ass list of super special requirements, that if they do not fulfill, will make them a shit worker. It’s not even an issue of technical skills.

You have the guys that are often late, because “they have depression”, but will complain that “companies don’t treat employees like adults”. Being on time for work is apparently very difficult. Which doesn’t generally matter in general for dev work, but it ends up affecting other things.

You have the completely socially inept idiots that make half the team hate them and try to avoid working with them, increasing problems and work for other people. Just because they’re socially stupid, have low or no empathy, or are incapable of not being insufferable to others.

You have the people that are so bad at estimating that they keep making up numbers instead of waiting to think for a few minutes and say “ not sure, I need to research and estimate that”.

You have the surprise absentee for dumb as fuck reasons like “my phone died lol sorry”. They never do anything to actually improve, it is just “sorry guys! Btw I will do jackshit about this”.

Or the ones whining about virtually everything, all the time. Wtf why do I have to be on scrum at 12 tomorrow?! Wtf why do I have to record the result of that customer call? Wtf why should I talk with XYZ?

And if you leave them alone, everything burns. They actually need someone to tell them “hey mate you need to improve that, shall we plan something to do so?”. I think managers are useless and unneeded when you have adults working, but it seems like most of the population is composed of children. It’s basically another form of daycare.

And you have to prepare shit around all of these constraints.

Then you have the one guy that reads the requirements, has common sense, and is inoffensive and can work like a normal adult human that needs no baby sitting. A ray of light on this shitshow.

I just want to go back to pure dev.

"Impossible deadline experience?"

When product owners promise delivery dates.

One day, I came back from a two weeks holiday, relaxed. I noticed a teammate missing. "Yes, he took the week off". Sure, why not.

We were working under a bastardized enterprisey version of Scrum (didn't we all at some point?). So we didn't just have a product owner, we had three and an additional "Head of PO". Because enterprises can't live without hierarchies or something. Barely an hour after I came into office, she entered the room and came straight to me. "Your coworker was almost done implementing feature X. You need to finish it immediately. No worries, though, coworker said the rest is a piece of cake".

It wasn't. There was *a lot* left to do, the JIRA task wasn't entirely clear, and the existing code for the feature was so-so (obviously WIP code). I estimated two weeks for the implementation, plus some time to clarify the requirements. When telling "Head of PO" she lost her shit. Screaming things like "this feature is due the end of this week" and "I signed this with my blood!". Well, I didn't, and I made it clear that I hadn't been consulted on this, thus I would not accept any blame in case we missed the deadline.

So I gave my best that week, getting pestered by "Head of PO" all the time. "Is it done yet?", "why does it take so long?" and "your coworker would've been done by now!". Yeah fuck you, too. Not only was I not relaxed any more, I was even more stressed than before my holiday! Thanks, you stupid bitch.

Well, her arbitrary deadline came and the feature wasn't ready. And what happened was... exactly nothing. The following week my coworker returned, who gave me an apologetic smile. "I told her the feature was nowhere finished. And even me, being familiar with the task, couldn't make it in time". We finished the feature together that week, and that was the end of it. So... "Head of PO" either didn't listen or lied to me. She then stressed me to the max right from the day I came back from my holiday. And in the end it didn't even matter.

Again, thanks you stupid bitch, for creating a toxic work environment. Should you ever read this, I'm happy I quit and I hope you miss every single deadline for the rest of your life. Screw you.

This is PART 1/2 of a series of rants over the course of a software engineering class years ago.

We were four team members, two had never failed a class, I’ll refer to them as MT and FT, male and female top students, respectively, and an older student with some real world experience who I’ll refer to as SR.

Rant 1: As I was familiar with the agile methodologies I became the Scrum Master and was set with the task of explaining it to the team members, SR showed up late and nobody seemed interested in learning new methodology. At this point I knew we'd have trouble as a team.

Rant 2: FT made up her project proposal without informing anybody, which required a real client/product owner. We only figured it out after her proposal was accepted as the project, so we ended up working with fake requirements.

Rant 3: This one is partly my fault. I researched first and then worked, which meant I was the last to turn up my work. In one activity MT pressures me and I agree to a deadline so everyone can send their work to the teacher in a timely manner. Since I was the last to finish, I was also asked to give the doc some formatting, which I did in a hurry so it wasn't the best.
The next day MT and FT start complaining about me, saying I took too long and that they expect me to do better next time or else. At the same time they were stressed and in a hurry because we had to explain the project outline in front of the class and they didn't study.
Turns out copying and pasting all your work in less than an hour means you don’t learn anything. FT actually asked me for help days before and I sent her a website in English, which she wasn't very good at, so she just ran it through Google Translate and called it a day.
Later FT called me rude for interrupting MT in the presentation, which I did because he started making up stuff about the project.

Rant 4: SR expressed his dislike for school through profanity in variable names and commit messages. This caused MT and FT to dislike him. I thought it was immature but if anything it should’ve been reported to the teacher and move on.

Rant 5: I was stuck trying to get the REST API working for the project Admittedly this was my fault, too, because I was pushing for the usage of things nobody was familiar with for the sake of learning. This coupled with SR’s profanity led to drama and the progress was dropped, starting over from scratch.

At this point I stepped down from the Scrum Master role as nobody seemed to listen anymore.

So it's been a while since I've posted as my first few months at the new job have been amazing. But now I'm running into issues with a team member that I need to get off my chest.

So my new job is front end development in React. I'm brand new to it but I was promised time to learn on the job. On my first day the team member I'm now having a conflict with offered me help. He's the most experienced so I gladly took it.

But now several months in I've noticed his teaching style doesn't work for me. He'll go into long theoretical explanations whenever I ask a question and I get overwhelmed with info. And he gets frustrated with my inability to process all that, because he feels I waste his time. So frustrated that at one time he just walked out of work and drove home, which was really upsetting to everyone.

My direct manager and my mentor in the company (our software architect), as well as our scrum master (a consultant) are all aware of the conflict. I've been assigned another colleague to help me out. Things were going ok but he got sick so I had to turn back to the team member with the conflict for assistance. Of course frustrations arose again.

Now yesterday during our sprint planning meeting we had to say what we liked and didn't like about the past sprint. And I brought up I feel I need time for learning and that I don't know where to put that, since we don't have a task for it. I said I also felt past approaches weren't working out and that I'd like to take up the offer to go on training. I was trying to word it very neutral to not upset my colleagues, as they tried their best. But the colleague who I had previous conflicts with took it personal and accused me of not listening and that is why my code is awful. While all I've been doing is rely on his code to learn. Long story short it got very heated and direct manager and scrum master who were present had to shut it down.

I'm thinking of talking to my manager and mentor today. It really hurts when you're accused of maliciousness when all you did was try. I know my code isn't perfect. But I get no help in improving it beyond long winded explanations about theory. If I ask for practical help he says he won't write my code for me. Which isn't what I expect. When I say I followed his example he says I shouldn't copy. But two sentences later he says if I don't know what I am doing I should listen to him. It's really very confused and demotivating as a beginner, but he makes it about how I waste his time and ruin his job for him. I understand he tries his best and that it has to be hard when someone seemingly is as dumb as a bag of bricks. But my manager and mentor told me they support me as long as I continue to show improvement. So I asked for alternatives (training, time to study, or whatever I haven't thought of) and now I feel like the bad person. I'm already someone with crippling low self esteem, and I'm thrown into the deep end. It kinda sucks when someone then tells you from the sideline you can't swim and how swimming works. How about tossing me one of those floaty things and then maybe accept I need to hold on to that for a bit and my technique will need work until I can make it on my own? :(

I fucking hate morning people like the one in the story below!

Before we begin story time I want to acknowledge some things.

This is largely a case of a person having a lack of awareness and giving in to their base instincts (which are wrong).

People all tend to think that everyone else is like them (most children below a certain age cannot make this distinction and many adults never learn it either).

To take it a step further, anyone who isn't just like them is Lazy/Bad/An Asshole/etc.

FUCK THOSE PEOPLE

Now it's story time...

---------

I worked for a startup. We used a modified SCRUM, and we had standups every day @ 10 AM, the other team had then at 11:30 AM.

We get a new product owner. He is a morning person. But basically, he is a day-trader so he wakes up at 5 AM to trade and is in the office by 8 AM every day.

The problem is, he uses this as a reason to leave every day at 3 PM when EVERY other member of the team is there until at least 5 PM.

So he says one day (when I am not there) that we are moving our standups to 8:30 AM...

"Because he wants to make more use of the time and wants to get more done!"

So the next day a bunch of us miss this standup, the second day I was there in time but instead of going to the standup I sent them a picture of myself sitting in a coffee shop across the street with a message saying...

"I will be holding a meeting today at 10 AM, I expect EVERYONE to be there. If anyone on our team is absent then we will sit there and that absent person will be responsible for the time we waste waiting for them."

10 AM rolls around and the Product Owner is nowhere to be seen. The team starts complaining about the early standup and I tell them that this meeting is for me to take care of it. I tell them to sit silently and let me handle it.

We all message the PO saying the same thing...
"Come to the meeting, You are wasting our time!!!"

So he shows up at 10:20 AM and it begins.

(Now I'm going to do this as a conversation)

PO: "So I assume this is about the standup?..."

ME: "Feel free to ramble on as long as you want, you have already wasted 20 minutes of our time so we will sit here quietly and wait for you to decide you are ready to stop wasting our time with your ramblings. That's fine."

<PO then shuts up in disbelief>

ME: "So are you finished?"

PO: ...

ME: "I'm expecting an answer PO!"

PO: Yes, for now.

ME: I am moving our standups to 5 PM, end of discussion.

PO: Becuase your too lazy to be here by 8 AM?

<I expected this>

ME: No because I'm an asshole who expect everyone to conform to my schedule.

PO: ..., Well, I am not here at 5 PM.

ME: Sounds like your too "lazy" be here at 5 PM, eh?

PO: I have other things I do then.

ME: Ah, now the truth comes out. You care more about your life than our business. That's unacceptable! I personally don't care what you want to do. The fact is that we are working here and every day we end up having PO questions that need to and can't be answered because you are not here.

PO: <To the team> The standup is still at 8:30 AM.

ME: <To the team> The standup is at 5 PM. End of story. And from now on whenever we have questions before 5 for PO and he is not here we will be recording it and putting it in his report.

Then I walk away.

That day we held a standup at 5 PM. He wasn't there. He held a standup at 8:30 AM and he didn't even show up. He stayed home a video in. He then arrived in the office and said...

PO: Since no one was in the standup today we will be moving it back to 10 AM.

ME: Since PO has seen the selfishness of his ways, We will be moving the standup from 5 PM back to 10 AM.

FUCK THOSE PEOPLE

Biggest teamwork fail? This is the general way we do business where I work right now:
My boss didn’t want to be the kind who hovers, always micromanaging. He also hates the idea of taking programmers away from their work for meetings. Sounds great, right? This has resulted in:

• All non-lead devs being excluded from all meetings other than scrum (including sprint planning and review meetings). Nobody ever knows what the hell is going on. They don’t think we “need to know.” This means most of our day is spent trying to figure out what needs to be done, rather than getting anything done.

• Our remote boss making dozens of important decisions about our platform, never telling us, and blaming us for not forcing our lead to be more communicative.

• Pull requests staying open for weeks, sometimes months, because nobody has definitively decided what version we’re actually supposed to be working on. This means our base branch could be any of them, and it means PRs that have been opened too long need to be closed, updated, and re-opened on the false promise of someone actually looking at it.

Just ranting here... but I think our biggest teamwork fail is happening right now, with all of those things ^

Next week I'm starting a new job and I kinda wanted to give you guys an insight into my dev career over the last four years. Hopefully it can give some people some insight into how a career can grow unexpectedly.

While I was finishing up my studies (AI) I decided to talk to one of these recruiters and see what kind of jobs I could get as soon as I would be done. The recruiter immediately found this job with a Java consultancy company that also had a training aspect on the side (four hours of training a week).

In this job I learned a lot about many things. I learned about Spring framework, clean code, cloud deployment, build pipelines, Microservices, message brokers and lots more.

As this was a consultancy company, I was placed at different companies. During my time here I worked on two different projects.
The first was a Microservices project about road traffic data. The company was a mess, and I learned a lot about company politics. I think I never saw anything I built really released in my 16 months there.

I also had to drive 200km every day for this job, which just killed me. And after far too long I was finally moved to the second company, which was much closer.

The second company was a fintech startup funded by a bank. Everything was so much better than the traffic company. There was a very structured release schedule, with a pretty okay scrum implementation. Every team had their own development environment on aws which worked amazingly. I had a lot of fun at this job, with many cool colleagues. And all the smart people around me taught me even more about everything related to working in software engineering.

I quit my job at the consultancy company, and with that at the fintech place, because I got an opportunity I couldn't refuse. My brother was working for Jordan Belfort, the Wolf of Wallstreet, and he said they needed a developer to build a learning platform. So I packed my bags and flew to LA.

The office was just a villa on the beach, next to Jordan's house. The company was quite small and there were actually no real developers. There was a guy who claimed to be the cto of the company, but he actually only knew how to do WordPress and no one had named him cto, which was very interesting.
So I sat down with Jordan and we talked about the platform he wanted to build. I explained how the things he wanted would eventually not be able with WordPress and we needed to really start building software and become a software development company. He agreed and I was set to designing a first iteration of the platform.
Before I knew it I was building the platform part by part, adding features everywhere, setting up analytics, setting up payment flows, monitoring, connecting to Salesforce, setting up build pipelines and setting up the whole aws environment. I had to do everything from frontend to the backest of backends. Luckily I could grow my team a tiny bit after a while, until we were with four. But the other three were still very junior, so I also got the task of training them next to developing.
Still I learned a lot and there's so much more to tell about my time at this company, but let's move forward a bit.

Eventually I had to go back to the Netherlands because of reasons. I still worked a bit for them from over here, but the fun of it was gone without my colleagues around me, so I quit last September.

I noticed I was all burned out, had worked far too much, so I decided to take a few months off and figure out what I wanted to do with my life. I even wondered whether I wanted to stay in programming.

Fast forward to last few weeks. I figured out I actually did want to work in software still, but now I would focus on getting the right working circumstances. No more driving 3 hours every day, no more working 12 hours every day. Just work close to home and find a company with the right values.
So I started sending out resumes and I gave one recruiter the chance to arrange some interviews too. I spoke to 7 companies in the span of one week. And they were all very interested. Eventually I narrowed it down to 2 companies and asked them for offers. And the company that actually had my preference offered me significantly more than I asked for, which settled the deal.

So tomorrow I'm officially signing with them, and starting next week I'll be developing in Kotlin, diving into functional programming and running our code in serverless environments. I'm very excited!

PM: We have 2 issues on server side and 2 on backend.

Tech lead: It's the same

PM: Is it? How?

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

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

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

I'm starting to feel super frustrated with my job.
Sometimes I feel like people who work for large tech companies must have it easy. My company is trying to do this digital transformation thing. Modern development practices Scrum, agile, CI/CD etc. So I was put on a team to work on a project with this new methodology. The idea was we would build the front end and interface with the core systems via service calls. Of course it didn't work out that simple and we had to add our own server side stuff but whatever. It's really hard without a point of reference for any of this stuff. We don't have established coding standards, the data we are working with is a mess, incompetent vendors, the infrastructure team supporting the environments can be such arrogant fucks when we need their help to get shit done. The team also doesn't have any members who really know the core systems well. I am the only developer on the team who is an employee of the company the rest are contractors who are in and out. Last week it was literally just me. This is my first job out of school btw I've been here a year now. I guess I just feel frustrated that I have to figure out so much on my own I don't really have many senior devs at the company I can look to. And on the team I've sorta ended up in an unofficial leadership position. Feels like a lot on my shoulders. I feel like if i could have worked for a bigger company I could learn to do a lot of things better. I feel like there's too much on me for the amount of experience I have or am I wrong ?

!dev

Childhood trauma has lasting effects and it's our own responsibility to identify them and break our barriers.

I have 2 projects, both of them are stuck because 1. Dependant on other team and I am not able to fix the setup of their service even after seeking help from them; 2. My setup of Android Studio started throwing error out of no where when I am low on time for merging the code to mainline, we need to perform QA and without my build working we might not be able to test a use case.

I have scrum tomorrow, I feel scared to tell this to my stakeholders just because I think they will think it's my problem. Something wring with me. As a child my father blamed me for the mistakes I didn't have any control over, again and again. Whenever I feel awkward in any situation I think that he must have said that how big of a dumb I am. How I don't have any brains to do anything. Those things still come to me. That's why I am scared, people will BLAME me for this. But I have worked on my capacity to solve this. That's it.
That's all that matters. I have seeked help already, now I need to discuss this with the management and not feel scared.

Just writing this because i’m stressed as fuck and i’m currently having my second sleepless night in a row...

Like i mentioned earlier i have 4 projects on my name. Two are on a real tight deadline, the other two are smaller, more support like issues.

Last week i got asked basically to get about 20 storypoints done in two hours by my Scrum master. Ehh no. Impossible. Wish i could do magic...

Yesterday i had to make a quick hotfix between the two bigger projects. Tried to reject this but had to do this any way. (It was basically the clients fault/content)

Also, f’d it up because there are current changes that are ready for deploy but haven’t been approved yet.

Do i get a f’ckin email this morning about how the progress wasn’t followed and the git permissions aren’t right.

You fucking twat! If i i did have ANY freaking minute in my planning to actually take the time for this damn hotfix this didn’t happen any way! You’re fucking restrictions only make things harder you goddamn motherfucking morron!

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

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

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

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

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

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

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

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

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

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

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

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

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

Ahh yess....

Clean code..

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

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

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

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

So I go on a 10day holiday and when I come back I realise the scrum master commited a whole bunch of messy code straight to develop and didn’t even bother to run lint or build or test or anything. WHYYYYY??? Everything worked before that. Why is a scrum master who doesn’t have experience in front end allowed to touch my code and commit directly to master?

I know why. Because the whole team does it all the time and they just keep breaking and fixing things over one another and all commit directly to master.

Kill me pleaseeeeeee 😭😭😭

From perfectly working scrum team to... Don't know what it is now...
Long story short - our SM left company and our team have ongoing "reorganization", our tester leaving at the end of this month, probably we will be out of tester for next month...

I don't mean reorganization, it's normal thing, but... It looks like it's slowly collapsing under bad head decisions (one of them is the reason why our tester is leaving)... Multiple "side" projects / tasks for ppl in team and problems with delivering sprint tasks on time because of it, context switching etc.

I fucking like this project, it gives me much opportunities to learn new things and design new features - it's up to us how we will implement it. Client is satisfied with our work and we worked for their trust for long time. But if things will be going same way as now, we will probably lose it.

How do you think, is it worth to try stay with this project? Or should I update CV just in case?

When the monthly scrum retrospective reaches the 90 minute mark...

You know when people are being stress tested and they break by getting up, run around screaming and ultimately knock themselves unconscious by running into a wall?

That. I felt like doing that.

I swear someone activates some sort of gravity well when these meetings begin because time beings to stretch on and o........n....... while they meetings happen.

I began to list things I think I'd rather be doing than be in that meeting.

1) Tax returns.
2) Prostate exam (not old enough to need one yet but at least I'd be out the meeting).
3) Visiting the dentist.
4) Assembling IKEA furniture.
5) Watching soccer at least they have the decency to give you a break in the middle and I find sports as engaging as a dog turd on the sidewalk.

So bored was I that I began to notice notches and holes in the ceiling tiles and when I remarked upon them others became engrossed in them and began to speculate upon their origins.

I don't know who a speaker is, what department they are from, what product they're working on or what's so important about the algorithm they're working on. There is no context, no explanation and half way through a show and tell I had to check we were still in a show and tell.

I was bored shitless. I actually felt physical pain from boredom, I've not felt that way since I was a child.

I really, really hate that scrum is implemented in this way.

It left me with only half an hour of coding time left and really it sapped my energy and motivation to the point where I just went home early.

Excuse my language, but:

Fucking bloody cunting waste of time, I've had more productive moments in the restroom. They need to piss off or committed seppuku, ideally both. Dante got it wrong the seventh level of hell is this. I'm usually a very calm and balanced individual but yesterday, yesterday I just... Fuck! Argh! Fuck you meeting, fuck you.

If you are the type that schedules meetings like this:

May a thousand Jabberwockies plague your nightmares and be it that the next seventy seven times you lay with a human shall ye experience bitter failure! I hope Cthulhu himself visits his "enlightenment" upon you and you fear sleep henceforth.

I'm bringing a rubix cube or juggling balls into the next meeting so that I can say at least I learned something and it wasn't time wasted.

Alright, let's talk about Scrum Masters. Honestly, I just can't wrap my head around why they're even a thing. It's like someone decided to invent a job title for a role that's already covered by other folks on the team.

I mean, think about it. Who's usually sorting out the team's issues, making sure everyone's on the same page, and keeping the project on track? That's right, it's the project manager or the lead dev. They're already in the trenches, dealing with the nitty-gritty, so why do we need this extra layer?

And don't even get me started on this "servant-leader" nonsense. It's like they're trying to be the team's buddy, but they've got no real power to make things happen. It's like being a king without a crown. Who's going to respect that?

Plus, having a Scrum Master often just leads to more red tape. Instead of getting stuff done, we're stuck in endless meetings, talking about process this and methodology that. It's like we're more focused on how we work instead of actually working.

The best teams I've seen don't need a Scrum Master to babysit them. They need a real leader, someone who's not afraid to make the tough calls and who can give them the tools they need to kick ass and take names.

So, in a nutshell, I think Scrum Masters are about as useful as a chocolate teapot. It's high time we ditched this outdated role and got back to doing what we do best: building awesome stuff.

Seriously guys, how do you deal when remotely collaborating with lets say not the most motivated and competent devs?

Our scrum team got formed about 6 months ago from leftover devs of other teams, choosing a couple competent devs at the core and other devs who were kinda gotten rid of by their old teams, and after 6 months of working together I can see why.

Situation is that we are 7 devs in our team and 4 of devs are not pulling their weight. They are seniors on paper, but in reality not really.

They rarely take something complex to work on and even if they do, they make sure they take as much time as possible. Two of them are contractors who I imagine decided to treat the job as a paycheck and nothing more. There is no initiative, no push to make things better and in general attitude is to do bare minimum: only what is being asked and then delaying the hell out of tasks.

Im not exaggareting: Im talking about every possible way of dragging out the tasks: delaying communication, sitting around for a few days while not asking for new tasks to work on if they are blocked, also avoiding standups. Working for days on very basic comments in their MR's. Getting "sick" for a couple days on deadline when things get tough, so that someone else would come in, refactor and save the day. Once or twice it could be a coincidence, but nowadays I can already guess ahead of time what kind of trick they will pull now.

Our project is an android app where we have to support few different tablets, so the most recent new trick that I witnessed is devs avoiding hardware delivers, sometimes for months. Idea seems to be if you dont ping your team that you dont have hardware, then you can avoid working on related tasks with that hardware.

Worst part is that they get away with it. Our teamlead is a senior dev who is first time teamlead, doesnt code anymore and doesnt want to rock the boat. He is the type of teamlead who sets arbitrary deadlines, makes it sound that they are urgent and takes a few days off in the middle of chaos just before deadline. Restrospectives don't help at all and if I try to bring up stuff directly to him he tells me to bring it up during retrospectives. We discuss issues, rant a bit ant then continue carying on like nothing happened and nothing changes.

So little by little in the past 6 months we came to this point where 2-3 devs are carrying the weight of the team and are in a constant crunch mode, while others are allowed to slack. Its becoming ridiculous.

Problem is that this is starting to affect our morale. Only way that is left to keep my sanity right now is to pull away sometimes and also slack. Then I come back at full capacity, give my best for a couple weeks until I have to go and fix some basic leftover task that has been purposefully dragged out for 2 months and left unfinished, then I just want to scream and I know that its time to disconnect again.

In the ever-growing saga of the upgrade, here is another one.

In the daily scrum meeting, I chat about the upgrade, standard stuff.

The other dev pipes up - "Oh we had a meeting about that this morning and were going with a different approach"

Me - "wait, we're doing what now? You do know I've spent a month so far just on this upgrade?*

*silence*

Anyways I continue working on the upgrade, few meetings while I try to find out what's going on.

Spoken to BA, my line manager and the other dev didn't get much basically saying yeah this is how we're handing it now.

Well it turns out after writing a big long message to the other dev, he decided *yesterday* in a manager meeting (he's kind of a manager but not really) to propose a new approach and they all just leapt at the chance even though it's going to take way longer (2 years estimate) to patch up the system version by version until we get to the latest release.

So at some point today he sends me a message to stop what I'm doing and go and help with a product release and that we *are* doing this new approach and that he made the decision yesterday. I'm sorry but since when did he become my manager micromanaging me haha

So as the only one doing the upgrade, I only got told of this change in passing, the other dev said that he decided yesterday and didn't bother to tell me as he had other stuff to work on and neither did my line manager.

Seriously what the hell.

So hopefully the things I've worked on and done might get used in a year or two haha

Am I the only one who feels like morning scrum meetings are a complete waste of time? At least in the way that my team does them. It's 30 minutes of "I did this thing yesterday, and I will continue to do that same thing today." All of this information can be sent in an email, but we insist on meeting every morning to say the same exact things.

For the past 3 weeks, the majority of the team has said the same exact things during scrum: "I continued to work on this big feature yesterday. Thank you." Like how does a detailed retelling of what this person did yesterday pertain to the rest of the team? It's just meeting for the sake of meeting, and talking for the sake of talking.

If you have this little technical issue that only pertains to work that this single person is doing, then meet with that person separately and discuss it. There's no reason to make everybody else sit and listen to information that will never be useful to them.

And most of the time, this scrum stems into spontaneous unplanned longer meetings afterwards. So suddenly this "quick" 30 minute scrum turns in 2-hours of meetings and a morning wasted on information that could've easily been discussed over email instead

I'm at this magnificent company, working scrum, doing continuous integration which is really very cool. But although the features we develop are really nice it is sooooooo boring.

One of our team members emphasized that we should not pick up new stories if we haven't finished previous stories yet. I agree to some extent but think it is ok to pick up new stories if you have nothing to do. But we may not.

So, here I am now. Literally waiting for the day to pass. This sucks sooooo much!

I'm a hard worker and perform at my best under pressure with many things to do. Now, I just deployed one tiny little story today. I can do much much more. I feel so useless and cannot believe that my client pays so much just for me being at the office. And occasionally clicking a button and writing a line of code. This is so fucked up.

Long story short I joined this company as a junior after 1.5 years of a break from development. Before that I worked for almost 3 years in the required stack. We agreed that if I do well after 3 months probation period I can ask for a raise.

It turned out that Im doing better than half of my team so 1 week before probation was about to end, I put in my raise request. Got nothing but strong feedback, even managed to burn myself out a couple times.

Now since the request 11 weeks passed. Our HQ which has the final say about the raise is overseas. Im getting excuses about summer: allegedly because of summer some people in the appproval chain have vacations so this process is taking a long time. This is the excuse they are giving to me.

Right now Im getting really pissed off and resentful because this drag is becoming unnacceptable. Also being in a new scrum team filled with total juniors complicates everything a lot. Im not having the best time here. But at the same time I dont have any savings actually am in debts and currenty barely am able to survive paycheck to paycheck to I cant just quit on the spot.

Had I known that they will drag this out that much, I would have applied to other places and presented them a counter offer. Or at least bluffed from the start in order to speed the raise proccess up.

Should I give ultimatum to my manager?

Im hesitant to do that because up until now we had a decent relationship and he seems like a nice guy so I dont want to rock the boat.

Or should I bluff about having a counter offer, so he would speed things up? But what happens if he asks me to forward him evidence of my received offer?

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.

Any and every HR induction I've ever been to.

Oohh, look at us, here are our working practices, we're so amazing, look how cool this company is, this famous person said nice things about us once, remember how important fire exits are, this guy is the boss, he's amazing, you're so lucky to be working here.

I don't give a crap, you've just wasted half my first day that I could have spent listening into scrum ceremonies, familiarising myself with the code, meeting my actual team, etc. - you know, doing stuff that's actually useful.

But nooo, Sharon and Dave from HR have to justify their jobs by filling everyone's morning with useless crap 🙄

So my team started creating an in-house wiki for all information about our products, methods, scrum, documentation etc. From the beginning we had settled on doing everything in English instead of native language just in case we get a foreign student intern or simply a foreign employee... And now it looks to me that nobody but my team leader and I care about it: half of the documents are either fully native (especially from other part of the team who work on a different project, they have probably never gotten the memo of language choice to start with) or the documents are in some weird-ass combination of English-native which is even worse imo.
I really don't understand why my own team doesn't adhere to the decision though: we're all at least reasonably educated and our country focuses heavily on using English as second language so that should be no big barrier. And why would you want inconsistent documents/code?!
And this is not the first time people don't stick to what is decided for things like formats and language... Getting a bit tired of it tbh...

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.

I like the people I work with although they are very shit, I get paid a lot and I mostly enjoy the company but..

Our scrum implementation is incredibly fucked so much so that it is not even close to scrum but our scrum master doesn't know scrum and no one else cares so we do everything fucked.

Our prs are roughly 60 file hangers at a time, we only complete 50% of our work each sprint because the stories are so fucked up, we have no testers at all, team lead insists on creating sql table designs but doesn't understand normalisation so our tables often hold 3 or 4 sets of data types just jammed in.

Our software sits broken for months on end until someone notices (pre release), our architecture is garbage or practically non existent. Our front end apps that only I know the technology have approaches dictated by team lead that has no clue of the language or framework.

Our front end app is now about 50% tech debt because project management is so ineffectual and approaches are constantly changing. For instance we used to use view models for domain transfer objects... Now we use database entities, so there is no commonality between models but the system used to have shared features relying on that..sour roles and permissions are fucked since a role is a page regardless of the pages functionality so there is no ability to toggle features, but even though I know the design is fucked I still had to implement after hours of trying to convince team lead of it. Fast forward a few months and it's a huge cluster fuck to enforce.

We have no automated testing of any sort or manual testing in place.

I know of a few security vulnerabilities I can nuke our databases with but it got ignored.

Pr reviews are obviously a nightmare since they're so big.

I just tried to talk to scrum master again about story creation since any story involving front end ui as an aspect of it is crammed in under one pointed story as sub tasks, essentially throwing away any ability to calculate velocity. Been here a year now and the scrum master doesn't know what I mean by velocity... Her entire job is scrum master.

So anyway I am thinking about leaving because I like being a developer and it is slowly making me give up on doing things to a high standard and I have no chance of improving things, but at the same time the pay is great and I like the people.

After working for a startup for 70 hours a week that taught me everything. The place was fun but lacked all the processes. But the boss eas awesome and taught me a shit a loads.

Things started geeting veryvslow so the start up is on lause right now. Anyhow... I ended up finding a job in a really undynamic city where i live where a prettysucesful and growing company just moved to.

Scrum on point， every one is cool， tasks are well established， git processes are freaking awesome and i could go on and on. 2nd week in i thank my old boss for being so precise and annoying on some very specific things because im rocking my first real it job thanks to him.

It feels good ;)

Hi all,
I'm in this company for about 15 months. It's one of the big name company. I'm a senior dev here. In my team we follow agile development. In starting I was just working on my part mostly. Then my manager raised concern to me for not taking ownership and helping others.
I started doing things what I could do. Like code review, API discussion, design discussion etc..
Now, the thing is I usually get upset when people go with 'lazy' solutions because I feel bad design leads to maintenance overhead, and it happened to us in past. We had to spend weekends to make things work. So, I started making code review, design review strict.
Some people didn't like it. But my manager was supportive, or at least I think so.

Some days back manager took me in a one-o-one discussion and told me one of the colleague kinda complained against me.

Now, my manager is not involving me into design discussions and API discussions. There are some new features are coming and I am not informed. I get to know things only in scrum-updates.

Am I about to get fired? I'm not gonna lie, I'm so scared. I can't put down papers as I'm already into 4th company in 7 years.

This thought is just killing me. What should I do? I'm so alone.

We are a remote team of two android developers for this startup. I have 3 years of experience and my protege has 1 year of experience.

One month a new guy with 10 years experience joined our team and hes working onsite. He's supposed to be scrum master and be good ad dividing and delegating tasks, but what he's doing past two weeks is appaling to me.

Basically we got a request for a new feature. He skipped discovery and planning steps, went straight to implementation and one week later showed us his implementation.

Note that at that moment my remote team was not informed about anything. He started reinventing a library to capture a picture and video, while there are tons of other well developed libraries out there.

What makes things more difficult is that his english sucks.

I don't understand what he's doing but now it seems that either he's playing office politics and is trying to stay ahead by not informing us so we would be forced to follow his implementation. Or maybe he is totally oblivious and don't have any sprint management experience, so he's just trying his best by working hard and trying to prove his own worth.

Eitherway it sucks that he is not able to communicate specifications from HQ to us, because even I did a better work with planning our sprints by communicating remotely.

So now I started asking him questions and turns out the guy doesn't even understand specification. He already half implemented the feature and can't tell us why we need it and why we are not using what we already have in the app. So now he's back to square one: doing discovery. It's fcking ridiculous.

When i heard people talking much about scrum & agile things, but he actually never implement yet even worst he didn't really know about scrum it self, just STFO... I'm tired of all those BS 😪

Hi there!

I've been worrying about the following problem for months now and I don't find any solution. Maybe anybody of you can lead me the way.

We are developing a software suite which consists of a number of desktop applications:

* 12 applications written in C++; all over 20 years old; further development by 5 or 6 guys (one man armys) - mainly bugfixing, changes of law implementations, small features
* 2 applications we are currently writing in C#; completely new developments of existing C++ applications; scrum teams with at least 5 guys; this is, where we put our focus in

These applications (C++ and C#) are sharing some core assemblies and are interacting with each other. So they are not independent.

We organize them in a mono repository in one huge solution, which consists currently of about 500 projects.

Advantages:

* With all projects in one solution and through project references, Visual Studio takes care of the right build order
* Code navigation is superb - every single line of code is accessible - this makes refactoring easy
* Every developer can map the branch and build the whole suite locally
* Debugging on the local machine is easy
* DevOps pipeline is straight forward - it just have to build a single solution

Disadvantages:

* The huge solution is extremely slow.
* If you want to build the solution or you want to debug (which does essentially the same as a pre step) Visual Studio is building a lot of projects, although they haven't been changed. Their detection is buggy. So sometimes you wait 2 minutes until it starts the app. That slows us down a lot.
* Full builds need about an hour, because its building the same projects (even if they haven't been changed) over and over again (with ready made nuget packages this could be improved a lot I think)
* If a core team member changes some core apis, he is changing the calling code too, although he doesn't know the calling code, because another team has written it. I don't think, that's best practice and it doesn't scale.
* Often, a C# developer has to mess around with C++ building problems, because the C++ projects are in the same solution
* It gets more and more confusing and frustrating, because there is no clear organizational seperation between apps and nobody can't just focus on his app alone.

Idea:

I was thinking about putting the whole framework and core projects in a new solution (around 100 projects). Then we could take all old C++ projects and put them also in a new solution (around 200 projects). This would leave the newer projects (new applications - C#) in the existing solution.

This should speed up things, and would be a first step to better seperation, BUT:

How should the integration process look like?

Scenario: Core team is changing an API in our framework

Current process: Because all projects are in the same solution, they change the calling code too. So it's immediately integrated and the app developers just have to do "get latest".

New process (?): Core team is providing the changes through a nuget package (new version). So does every developer now has to keep track of if there is a new package version and if yes, do the integration? And how can we coordinate the different teams, so they are upgrading all at the same time? Because we ship our applications as a suite, all apps has to use the same versions. Or should we automate the integration process? Is there a best practice?

I have to add, that our core team is making changes very frequently, so the integration process will have to happen often.

Any ideas/feedback/inspiration?

Thank you so much in advance!

So we are 8 devs in our scrum team but 2 major refactors felll on my shoulders (initially they were supposed to be fairly simple tasks, but like that malcolm in the middle video 2 tasks became 10 tasks in the past month) and I have been working from 11 am till 4 am for the past 1 or 2 weeks. Just yesterday I worked until 7am. Slept only 4 hours... Trying to play it cool, since I asked for a raise 5 weeks ago and still waiting for answer.

I havent told anyone because partially its my own stubborness of wanting to learn things and not wanting to bother others with questions, but Im starting to loose it.

And all because my pushed initial features resulted in unexpected blockers so scrum team leaders had an all hands meeting and my newly appointed teamlead started shitting bricks.

Meanwhile all other devs pick a low hanging fruit tasks and sit around for 2-3 weeks while I have to do heavy lifting alone with some guidance from other devs.

We dont even have QA resources. We have 2 new hires who will be useful maybe after 3-4 months and we have 1 QA guy who judging by his output is working part time. Also same guy managed to take 2 weeks of vacation in the past 4 weeks.

So due to lack of QA and due to code reviews taking long time it takes over a week for code to be reviewed and tested and each time if a blocker happens I have like 2 or 3 days to rush until end of the sprint in order to fix the feature for upcoming release or I have to move tasks to another sprint and feel bad about spillover.

Imagine implementing something in 2 weeks, just to wait for another 1-2 weeks for changes to be reviewed/tested and now having to fix blockers. And then teamlead comes up to you with being surprises how come shipping of this is taking longer than 4-5 weeks? Dude, I did my fucking part in 1-2 weeks, its not my fault that other devs perform code reviews late and they dont even launch the app to test. Its not my fault that we have very limited QA resources and our only QA guy is not even testing out everything properly.

Seriously Im starting to fucking loose it. We are basically 8 devs in a team where 2 people are doing all the heavylifting.