131–140 of 361 posts
As a /senior/ developer I really dislike blanket statements. I've seen the same amount of failures caused by > “Do we really need that?” > “What happens if we don’t do this?” > “Can we make do for now? Maybe come back to this later when it becomes more important?” as with experimenters. Every system is different, every product is different. If I were building firmware for a CT scanner, my approach towards trying out…
Most proof of concepts I've seen get traction turned into production. A rewrite? I recall a few times everyone promised, if this gets promoted then we will rewrite it from zero. Never happened. The article touches on responsability, accountability. There is none for risk taker. By definition. You have a crazy idea, you rush it out, you hope clients bite. You profit. It's not even your problem how to make it work, sca…
> recall a few times everyone promised, if this gets promoted then we will rewrite it from zero. Never happened. Old quote: "There is nothing so permanents as a temporary hack."
Most proof of concepts I've seen get traction turned into production. A rewrite? I recall a few times everyone promised, if this gets promoted then we will rewrite it from zero. Never happened. The article touches on responsability, accountability. There is none for risk taker. By definition. You have a crazy idea, you rush it out, you hope clients bite. You profit. It's not even your problem how to make it work, sca…
This is why you need sufficiently senior engineering leadership (both IC leadership and management). If you have engineers who meekly do whatever a non-technical stakeholder asks then you have a vacuum of responsibility, and sooner or later things will blow up catastrophically and whoever was least adept at CYA will get blamed. On the other hand, almost any business problem can be solved in a reasonable way that does…
Because the most important parts of the expertise are coming from their internal "world model" and are inseparable from it. An average unaware person believes that anything can be put in words and once the words are said, they mean to reader what the sayer meant, and the only difficulty could come from not knowing the words or mistaking ambiguities. The request to take a dev and "communicate" their expertise to anoth…
"Transmissionism" is a term I've seen to describe this
No-one says this.
What I found is that my willingness to communicate and share my expertise is usually not in demand with more junior developers. In general, I find developers uninterested in finding a mentor. They don't look at your linked in profile, they don't look at you as a possible source of knowledge and expertise. So it's not like I have nothing to share after 30 years of experience in the industry, I just have nobody to shar…
Are juniors you ran into psychologically obsessed by being self-reliant ? or too proud of their own ideas ? I also believe that some of seniors experience is flesh-level resilience. I'm no smarter than when I joined the industry, I just got used to being in the trenches, how to handle my own psychology, how all the easy-looking things are not and how the horrible ones aren't either.. I could explain this in detail to…
Honestly I have the feeling that this is often insecurity. It's easy to feel uncomfortable if you think you don't follow along.
Another issue is that juniors usually experience culture shock on their first jobs. So they more or less isolate and do thing how they learned it.
I found that the proposers of features "want everything" because they don't know what is critical - they're therefore totally unwilling to accept anything other than "the full monty". So as a senior developer you cannot propose any faster route. As you might imagine, a lot of these ideas fell by the wayside but we had to develop them in full.
There's ways to navigate it.
This is engagement bait. I almost fell for it.