281–290 of 396 posts
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Yes, as you can tell by the fact that your overall profit in the first scenario is $10M while in the second it is $2M. How is that an argument against overall profit?
You and also ChuckMcM were talking about unit profit.
> Why is overall revenue a better metric than unit profit? Wouldn't overall profit be the first-order effect?
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they worked in 2-3 day sprints for ridiculous hours, and then stayed home or might as well have. The other points you make might be big problems depending on the situation, but this? What's wrong with someone taking a day off after a burst of productivity? This seems like classic valuing of face-time over results.
it's not team-oriented behaviour. I'm not talking about face-time, but about having the attitude that you're part of a team. The "10x" works 16 hours a day for 3 days and produces a chunk of code that works, does what it's supposed to, ahead of schedule. So far, so awesome. But the rest of the team is working away on the rest of the project. Suddenly they're lumped with a huge chunk of code that they don't understand…
Mistakes by Management: * Accept that the Internal IT sabotages External IT (using politics/compliance/HR). Background: Interesting projects are often handed to external IT, while the internal IT is perfectly capable to implement most or parts of it, they're held back from the project by the management. However internal IT is very often the only rep the external IT can talk to. Management never allows true of co-oper…
* Zero career direction and zero technical speciality for devs * Underestimation of difficulty whether through cynicism (burn the devs) or cluelessness * Inadequate training and expectation devs can just piggy back learning technology x from scratch whilst writing production software using it * Trying to use one off contracts as a way of building resellable products * Insistence that all devs time must be billable an…
> * Give no feedback unless things go wrong > * Treat your highly educated, intelligent and motivated devs like children by misusing agile in order to micromanage them These two points made me cry. I suffered my very first burn-out due to that and although having a higher degree in computer science and love towards programming this really made me feel like a piece of shit. I have the feeling that it's really hopeless…
Doesn't IT Consulting involve a fair amount of software engineering? Or by IT Consulting you mean like design high level architecture in a way that is abstracted from the app(s) it runs (e.g. setup a docker swarm)?
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> Importing tech talent, rather than promoting. is often at odds with both the point above and below it. When a company is in rapid growth, there may be a point where the talent they relied on is not quite ready for the promotion they are hiring in for. Without expanding that search outside, you may become stale in the organization, and not provide the right mentorship to ensure that those interested in getting promo…
Here's another one - promoting without advertising the role first. Come annual review time: 'I am pleased to announce that x, y and z are now Senior Consultants and will be managing a, b, c, d, e and f' (who were never given any chance to apply for the role).
I've never met a manager that wouldn't rather pay four average people $100/hr to solve a problem that one smart person could solve in half the time for $400/hr. There seems to be some sort of quasi-religious belief in the fundamental averageness of humans; consequently the difference between developer salaries at any company varies by maybe 50%, whereas the productivity varies by at least a full order of magnitude. U…
In my experience, the 10x programmer is a bit of a myth. Where I have seen people do some incredible feats of productivity, it usually came with a clutch of bad stuff, too. Like: - they didn't work well with others and soaked up a lot of management time dealing with their shit. - they had really limited areas of expertise where they were amazing, but couldn't fill in for a sick colleague. - they worked in 2-3 day spr…
In my experience, the '10x' programmer is not necessarily more productive (as in amount of work done in a certain timeframe), it's that the 10x programmer does better work, resulting in time savings down the line. Fewer bugs, a more flexible architecture, etc. It can be the difference between being able to easily add a new feature in version 2 and having to rewrite half the application.
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The tone you use here helps make my point: just because "nerds" are experts in everything tech does NOT equate to good decision making / good management for the company as a whole. Sometimes it does. Often times it does not. Things aren't usually that black and white; "I built it, so I should run it." Just had this convo with a coworker the other day. He was telling me about all the complaints from the dev team and h…
just because "nerds" are experts in everything tech does NOT equate to good decision making / good management for the company as a whole. You think a programmer's job and abilities stops where they don't. Programmers do understand what the customer want. They ship to customers. I'm not saying programmers don't need help though.
> We are the technology, we did it in the first place.
> By default, we know better than them (because we are the one who do the tech)
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> * Give no feedback unless things go wrong > * Treat your highly educated, intelligent and motivated devs like children by misusing agile in order to micromanage them These two points made me cry. I suffered my very first burn-out due to that and although having a higher degree in computer science and love towards programming this really made me feel like a piece of shit. I have the feeling that it's really hopeless…
Also hits a nerve for me. Our mgmt just shuffles devs around from fire to fire without really just sticking the same devs to a single project until it's done. Then we get questioned why projects are not done. And don't get my started on our new Agile process. We have scrum meetings for our scrum meetings. We have mgmt. popping in the project level scrum meetings to tell us what is and isn't scrummy enough to talk abo…