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Manager: I read an article today
Dev: oh here we go….
Manager: We must pivot to only functional programming, which means only using functions instead of classes
Dev: Actually functional programming is a bit more nuanced tha—
Manager: Any use of classes going forward is not allowed. Everything must use functions! Classes are an outdated way of programming, using classes is why we continue to miss our deadlines. Functional programming is lean, classes are waterfall.
Dev: What about the libraries we use? Many of those use classes
Manager: Wrap them in a function then, that way they are pure which is one of the requirements of functional programming. You would know that if you spent as much personal time as I do keeping up with the times.34 -
Worst dev team failure I've experienced?
One of several.
Around 2012, a team of devs were tasked to convert a ASPX service to WCF that had one responsibility, returning product data (description, price, availability, etc...simple stuff)
No complex searching, just pass the ID, you get the response.
I was the original developer of the ASPX service, which API was an XML request and returned an XML response. The 'powers-that-be' decided anything XML was evil and had to be purged from the planet. If this thought bubble popped up over your head "Wait a sec...doesn't WCF transmit everything via SOAP, which is XML?", yes, but in their minds SOAP wasn't XML. That's not the worst WTF of this story.
The team, 3 developers, 2 DBAs, network administrators, several web developers, worked on the conversion for about 9 months using the Waterfall method (3~5 months was mostly in meetings and very basic prototyping) and using a test-first approach (their own flavor of TDD). The 'go live' day was to occur at 3:00AM and mandatory that nearly the entire department be on-sight (including the department VP) and available to help troubleshoot any system issues.
3:00AM - Teams start their deployments
3:05AM - Thousands and thousands of errors from all kinds of sources (web exceptions, database exceptions, server exceptions, etc), site goes down, teams roll everything back.
3:30AM - The primary developer remembered he made a last minute change to a stored procedure parameter that hadn't been pushed to production, which caused a side-affect across several layers of their stack.
4:00AM - The developer found his bug, but the manager decided it would be better if everyone went home and get a fresh look at the problem at 8:00AM (yes, he expected everyone to be back in the office at 8:00AM).
About a month later, the team scheduled another 3:00AM deployment (VP was present again), confident that introducing mocking into their testing pipeline would fix any database related errors.
3:00AM - Team starts their deployments.
3:30AM - No major errors, things seem to be going well. High fives, cheers..manager tells everyone to head home.
3:35AM - Site crashes, like white page, no response from the servers kind of crash. Resetting IIS on the servers works, but only for around 10 minutes or so.
4:00AM - Team rolls back, manager is clearly pissed at this point, "Nobody is going fucking home until we figure this out!!"
6:00AM - Diagnostics found the WCF client was causing the server to run out of resources, with a mix of clogging up server bandwidth, and a sprinkle of N+1 scaling problem. Manager lets everyone go home, but be back in the office at 8:00AM to develop a plan so this *never* happens again.
About 2 months later, a 'real' development+integration environment (previously, any+all integration tests were on the developer's machine) and the team scheduled a 6:00AM deployment, but at a much, much smaller scale with just the 3 development team members.
Why? Because the manager 'froze' changes to the ASPX service, the web team still needed various enhancements, so they bypassed the service (not using the ASPX service at all) and wrote their own SQL scripts that hit the database directly and utilized AppFabric/Velocity caching to allow the site to scale. There were only a couple client application using the ASPX service that needed to be converted, so deploying at 6:00AM gave everyone a couple of hours before users got into the office. Service deployed, worked like a champ.
A week later the VP schedules a celebration for the successful migration to WCF. Pizza, cake, the works. The 3 team members received awards (and a envelope, which probably equaled some $$$) and the entire team received a custom Benchmade pocket knife to remember this project's success. Myself and several others just stared at each other, not knowing what to say.
Later, my manager pulls several of us into a conference room
Me: "What the hell? This is one of the biggest failures I've been apart of. We got rewarded for thousands and thousands of dollars of wasted time."
<others expressed the same and expletive sediments>
Mgr: "I know..I know...but that's the story we have to stick with. If the company realizes what a fucking mess this is, we could all be fired."
Me: "What?!! All of us?!"
Mgr: "Well, shit rolls downhill. Dept-Mgr-John is ready to fire anyone he felt could make him look bad, which is why I pulled you guys in here. The other sheep out there will go along with anything he says and more than happy to throw you under the bus. Keep your head down until this blows over. Say nothing."11 -
Story time. My first story ever on devRant.
To my ex-company that I bear for a long time... I joined my ex-company 3 years ago. My ex-company assigned me and one girl teammate to start working on a brand new big web project (big one - two members - really?)
My teammate quitted later, I have to work alone after then. I asked if someone can join this project, but manager said other people are busy. Yea, they are fucking busy reading MANGA shit everyday... Oops, I saw it because whenever I about to leave my damn chair, they begin chanting some hotkey magic and begin doing "poker face" like "I'm doing some serious shit right here".. FUCK MY CO-WORKERS!
My manager didn't know shit about software development, and keep barking about Agile, Waterfall and AI shit... He didn't even fucking know what this project should look like, he keep searching the internet for similar functions and gave me screenshots, or sometimes they even hold a meeting of a bunch of random non-related guys who even not working on the project, to discuss about requirements, which last for endless hours... FUCK MY MANAGER!
I was the one in charge for everything. I design the architecture, database, then I fucking implement my own designed architect myself, and I fucking test functions that I fucking implemented myself based on my fucking design. I was so tried, I don't know what the fuck I am working on. Requirement changes everyday. My beautiful architecture began to falling off. I was so tired and began use hack fixes here and there many places in the project. I knew it's bad, but I just don't have time to carefully reconsider it. My test case began becoming useless as requirements changed. My manager's boss push him to finish this project. He began to test, he start complaining about bug here and there, blaming me about why functions are broken, and why it not work as he expected (which he didn't even tell my how he expected). ... I'm not junior developer, but this one-man project is so overwhelmed for me... FUCK MY JOB!
At this time, I have already work this project for almost 2.5 years. I felt very upset. I also feel disappointed about myself, although I know that is not all my entire faults. The feeling that you was given a job, but you can not get it done, I feel like a fucking LOSER. I really wanted to quit and run away from this shithole. But on the other hand I also want to finish this project before I quit. My mind mixed. I'm a hard-worker. I keep pushing myself, but the workplace is so toxic, I can feel it eating up my motivation everyday. I start questioning myself: "Is the job I am doing important?", "If this is really important project, didn't they should assign more members?", I feel so lonely at work... MY MIND IS FUCKED UP!
Finally, after a couple months of stress. I made up my mind that no way this project is gonna end within my lifespan. I decide to quit. Although my contract pointed that I only need to tell one month in advance. I gave my manager 3 months to find new members for project. I did handle over what I know, documents, and my fucked up ultra complexity source code with many small sub-systems which I did all by myself.
Well, I am with a new employer right now. They are good company. At least, my new manager do know how to manage things. My co-workers are energy and hard-working. I am put to fight on the frontline as usual (because of my "Senior position"). But I can feel my team, they got my back. My loneliness is now gone. Job is still hard, but I know for sure that I'm doing things on purpose, I am doing something useful. And to me that is the greatest rewards and keep me motivative! From now, will be the beginning for first page of my new story...
Thanks for reading ...12 -
I remember my first "Software Engineering 2" class at University. The teacher, a pompous son of a bitch that later on gave proof of his vast ignorance, greeted us with
"so ... You call yourselves programmers, right? What's the biggest program you have ever wrote? Something along the 100, maybe 200 lines of code? ..... If you've never written at least a MILLION lines of code software, you're not a software developer"
Even at that time, with my lack of experience in software development, I had that feeling in my guts telling me "writing myself a 1M lines of code software .... Brrrr that's something I hope I'll neve have to do in my life"
Turned of he was one of those dinosaurs stuck with the love for gargantuan monoliths of software like they used to do.
Just to dive you the whole picture, the course had ZERO software development and focused only on how to manage wonderful waterfall projects, how to write all types of software documentations and the final project was ... Writing a ton of documentation so boring and useless that even he didn't care to read through.
we still laugh at the episode when another group asked us to borrow one of our documents and after one day they asked "hemm ... Have you really sent this to the teacher?" "yes, why not?" ".... at page 23 someone left a comment saying 'what the fuck is this shit?'"5 -
I was taught from waterfall process model to Agile development..
But no one taught me this real software development process..
1 -
Fuck software assurance.
Fuck functional specifications, fuck software requirements, fuck V-model bullshit documentation, fuck integration test plans.
Fuck trying to shoehorn waterfall requirements into what clearly was an interative development.
Fuck me for being a single dev handling all this bullshit by myself.3 -
The next big trend will be in the area of project management:
The Waterfall™
Agile has been abused to the point where The Waterfall™ is way more agile! Think about it: It's straight down. No loops, no unnecessary hourly, daily, weekly meetings. No micromanaging. Just one flow. It starts at the top and it's all downhill from there.
Pure efficiency!
Edit: Wake up developers! The management doesn't want you to know this simple efficiency trick!9 -
Just finished my internship.
I entered knowing nothing and spent the entire year on solo projects.
My company does not use any frameworks because "they don't want to run code on a server that they didn't write", they use waterfall, only use version control on half the projects, use notepad++, never once even glanced at my code to check I know what I'm doing - even when i asked.
Also have never heard of a code review, have absolutely no QA in place other than the devs making it and quickly testing it visually, no requirements gathering - just pictures and have never heard of tdd.
Recently was given a project with no designs, no specs other than a verbal half thought out explanation and was dumped with random deadlines like "this needs to be demoed tomorrow night" with no idea about the project progression or what it looks like. Apparently it's all my fault that it failed.
I am very grateful to them for teaching me so much and giving me opportunities to teach myself on nice projects but come on.
What boggles my mind is that the company is 6 years old and has big, big clients. I don't understand how. I once tested a project about to go out the next day that had been "tested" and found pages of bugs. They would have lost the contract for sure...8 -
I just lost faith in the entire management team of the company I'm working for.
Context: A mid sized company with
- a software engineering departmant consisting of several teams working on a variety of products and projects.
- a project management department with a bunch of project managers that mostly don't know shit about software development or technical details of the products created by engineering.
Project management is unhappy about the fact that software engineering practically never sticks to the plan regarding cost, time and function that was made at the very beginning of the project. Oh really? Since when does waterfall project management work well? As such they worked out a great idea how to improve the situation: They're going to implement *Shopfloor Management*!
Ever heared about Shopfloor Management? Probably not, because it is meant for improving repetitive workflows like assembly line work. In a nutshell it works by collecting key figures, detecting deviation in these numbers and performing targeted optimization of identified problem areas. Of course, there is more to Shopfloor Management, but that refers largely to the way the process just described is to be carried out (using visualisation boards, treating the employee well, let them solve the actual problem instead of management, and so on...). In any case, this process is not useful for highly complex and hard-to-predict workflows like software development.
That's like trying to improve a book author's output by measuring lines of text per day and fixing deviations in observed numbers with a wrench.
Why the hell don't they simply implement something proven like Scrum? Probably because they're affraid of losing control, affraid of self managed employees, affraid of the day everybody realizes that certain management layers are useless overhead that don't help in generating value but only bloat.
Fun times ahead!8 -
When the boss believes that adding more devs to a project in the last week of a three month stint will "get it out the door faster".
Because baking that cake at twice the temperature for half the time worked so well last time, we'll do it while the oven is rolling down a cliff.4 -
This is what Daily Standups turn into when a hard baked Waterfall team is forced to adopt Agile... and the Manager is made the SMaster! 😳☹️😫😭
6 -
Biggest challenge I overcame as dev? One of many.
Avoiding a life sentence when the 'powers that be' targeted one of my libraries for the root cause of system performance issues and I didn't correct that accusation with a flame thrower.
What the accusation? What I named the library. Yep. The *name* was causing every single problem in the system.
Panorama (very, very expensive APM system at the time) identified my library in it's analysis, the calls to/from SQLServer was the bottleneck
We had one of Panorama's engineers on-site and he asked what (not the actual name) MyLibrary was and (I'll preface I did not know or involved in any of the so-called 'research') a crack team of developers+managers researched the system thoroughly and found MyLibrary was used in just about every project. I wrote the .Net 1.1 MyLibrary as a mini-ORM to simplify the execution of database code (stored procs, etc) and gracefully handle+log database exceptions (auto-logged details such as the target db, stored procedure name, parameter values, etc, everything you'd need to troubleshoot database errors). This was before Dapper and the other fancy tools used by kids these days.
By the time the news got to me, there was a team cobbled together who's only focus was to remove any/every trace of MyLibrary from the code base. Using Waterfall, they calculated it would take at least a year to remove+replace MyLibrary with the equivalent ADO.Net plumbing.
In a department wide meeting:
DeptMgr: "This day forward, no one is to use MyLibrary to access the database! It's slow, unprofessionally named, and the root cause of all the database issues."
Me: "What about MyLibrary is slow? It's excecuting standard the ADO.Net code. Only extra bit of code is the exception handling to capture the details when the exception is logged."
DeptMgr: "We've spent the last 6 weeks with the Panorama engineer and he's identified MyLibrary as the cause. Company has spent over $100,000 on this software and we have to make fact based decisions. Look at this slide ... "
<DeptMgr shows a histogram of the stacktrace, showing MyLibrary as the slowest>
Me: "You do realize that the execution time is the database call itself, not the code. In that example, the invoice call, it's the stored procedure that taking 5 seconds, not MyLibrary."
<at this point, DeptMgr is getting red-face mad>
AreaMgr: "Yes...yes...but if we stopped using MyLibrary, removing the unnecessary layers, will make the code run faster."
<typical headknodd-ers knod their heads in agreement>
Dev01: "The loading of MyLibrary takes CPU cycles away from code that supports our customers. Every CPU cycle counts."
<headknod-ding continues>
Me: "I'm really confused. Maybe I'm looking at the data wrong. On the slide where you highlighted all the bottlenecks, the histogram shows the latency is the database, I mean...it's right there, in red. Am I looking at it wrong?"
<this was meeting with 20+ other devs, mgrs, a VP, the Panorama engineer>
DeptMgr: "Yes you are! I know MyLibrary is your baby. You need to check your ego at the door and face the facts. Your MyLibrary is a failed experiment and needs to be exterminated from this system!"
Fast forward 9 months, maybe 50% of the projects updated, come across the documentation left from the Panorama. Even after the removal of MyLibrary, there was zero increases in performance. The engineer recommended DBAs start optimizing their indexes and other N+1 problems discovered. I decide to ask the developer who lead the re-write.
Me: "I see that removing MyLibrary did nothing to improve performance."
Dev: "Yes, DeptMgr was pissed. He was ready to throw the Panorama engineer out a window when he said the problems were in the database all along. Didn't you say that?"
Me: "Um, so is this re-write project dead?"
Dev: "No. Removing MyLibrary introduced all kinds of bugs. All the boilerplate ADO.Net code caused a lot of unhandled exceptions, then we had to go back and write exception handling code."
Me: "What a failure. What dipshit would think writing more code leads to less bugs?"
Dev: "I know, I know. We're so far behind schedule. We had to come up with something. I ended up writing a library to make replacing MyLibrary easier. I called it KnightRider. Like the TV show. Everyone is excited to speed up their code with KnightRider. Same method names, same exception handling. All we have to do is replace MyLibrary with KnightRider and we're done."
Me: "Won't the bottlenecks then point to KnightRider?"
Dev: "Meh, not my problem. Panorama meets primarily with the DBAs and the networking team now. I doubt we ever use Panorama to look at our C# code."
Needless to say, I was (still) pissed that they had used MyLibrary as dirty word and a scapegoat for months when they *knew* where the problems were. Pissed enough for a flamethrower? Maybe.6 -
Worst dev advice?
Mgr: "Stop trying to use that agile shit for your projects. Waterfall is the only way proper application development is done."3 -
Worst collaboration experience story?
I was not directly involved, it was a Delphi -> C# conversion of our customer returns application.
The dev manager was out to prove waterfall was the only development methodology that could make convert the monolith app to a lean, multi-tier, enterprise-worthy application.
Starting out with a team of 7 (3 devs, 2 dbas, team mgr, and the dev department mgr), they spent around 3 months designing, meetings, and more meetings. Armed with 50+ page specification Word document (not counting the countless Visio workflow diagrams and Microsoft Project timeline/ghantt charts), the team was ready to start coding.
The database design, workflow, and UI design (using Visio), was well done/thought out, but problems started on day one.
- Team mgr and Dev mgr split up the 3 devs, 1 dev wrote the database access library tier, 1 wrote the service tier, the other dev wrote the UI (I'll add this was the dev's first experience with WPF).
- Per the specification, all the layers wouldn't be integrated until all of them met the standards (unit tested, free from errors from VS's code analyzer, etc)
- By the time the devs where ready to code, the DBAs were already tasked with other projects, so the Returns app was prioritized to "when we get around to it"
Fast forward 6 months later, all the devs were 'done' coding, having very little/no communication with one another, then the integration. The service and database layers assumed different design patterns and different database relationships and the UI layer required functionality neither layers anticipated (ex. multi-users and the service maintaining some sort of state between them).
Those issues took about a month to work out, then the app began beta testing with real end users. App didn't make it 10 minutes before users gave up. Numerous UI logic errors, runtime errors, and overall app stability. Because the UI was so bad, the dev mgr brought in one of the web developers (she was pretty good at UI design). You might guess how useful someone is being dropped in on complex project , months after-the-fact and being told "Fix it!".
Couple of months of UI re-design and many other changes, the app was ready for beta testing.
In the mean time, the company hired a new customer service manager. When he saw the application, he rejected the app because he re-designed the entire returns process to be more efficient. The application UI was written to the exact step-by-step old returns process with little/no deviation.
With a tremendous amount of push-back (TL;DR), the dev mgr promised to change the app, but only after it was deployed into production (using "we can fix it later" excuse).
Still plagued with numerous bugs, the app was finally deployed. In attempts to save face, there was a company-wide party to celebrate the 'death' of the "old Delphi returns app" and the birth of the new. Cake, drinks, certificates of achievements for the devs, etc.
By the end of the project, the devs hated each other. Finger pointing, petty squabbles, out-right "FU!"s across the cube walls, etc. All the team members were re-assigned to other teams to separate them, leaving a single new hire to fix all the issues.5 -
When someone makes 1000+ API calls to populate a single view, something is seriously wrong 😮
But I like those waterfall design in network monitor.
6 -
Waking up from a dream with a girl in it.
TL;DR: We fell in love and I can finally somehow remember her. Not completely though...
(To the perverts: We did not have sex nor did we kiss.)
The worlds I am becoming a part of are very complex. I won't get into the details of how they look like. I will tell as far as I can remember.
<vaguely remember the beginning>
My sister, my mom and I went into a house which turned out to have weird things inside.
Suddenly I became something like an agent and I had a special mission. I went to the basement of this building. Saw a few guys chilling there. Grabed a walkie talkie which was taped on the right wall. I have listened to it while moving back to the entrance, when I have arrived there, it began to do disortion type of sounds.
<I have been to a lot of different places here. Telling each of them would make me to not come to an end lol>
Then I have decided to go outside. The outside-of-the-house world changed. I was at floor 8 or something like that. It was very high when I looked down. All of the sudden I got into a waterfall type of thing which was about to suck me in to a circle. The waterfall was limited to the area of where this house was. It was basically hovering above the streets, but never reaching the streets.
I somehow met the lovely girl in a cube type of thing that helped us not to fall down through the spiral. We enjoyed the action the waterfall created. It made us move in a circle and we had to hold ourselves at the wall of the cube which luckily had knobs to hold on.
After that whole action I have been in my bed and sleeping. She somehow found me on a social media platform and contacted me with "Meet me on <some strange date>".
<some unlogical world shit happens here. I will just skip them until the date>
The day to meet her comes. She is up on a hill with a "purple?<idk it was purple-ish>" sky.
<can not remember the dialogue>
We had a great time and I felt that she had feelings for me.
She then went away. What about me? And me, too. ;)
The next day I went to see her again. She was gone. I found out that she has a brother. I talked to him about where she might be. Turns out her brother was a demon or satan <idk they all became agressive and god-like powerful lol>.
He told me that she must be there where <random name of enemy> is to fight the enemy to rescue her mom.
Her brother went to help her. I followed him since I did not know where the enemy was. Let alone where I was. The world has changed for the 99999th fucking time lol.
I followed him up another hill with trees and a lot of people. It was autumn.
Then we found her sitting on a hill looking down to the sea beneath us with cherry blossom trees around her.
The dream was about to end. I felt it. So I have asked her a few questions after the happy greeting, but I can not remember them and her answer anymore. But I do remember that she did not say anything after one question. She just stared at me looking through my eyes which immediately did end the dream.
I was able to get into the dream shortly after it a few times, but I was not able to interact with them.
Besides of that: I have had "Battle Symphony-Linkin Park" playing as a background music for the whole dream a long.
The good thing is that I somehow would be able to recreate her. I know how she looks like to about 60%.
I do not even know why the fuck I am telling y'all this.3 -
On my project the customer has re-signed into a contract several times when they have budget to continue work. The first time they got us to build the system was a huge success story because the team was assembled quickly and we did rapid development. Initialize repo to prod in 1.5 months. The customer asked for the same dev team. Strong dev team, a PM that doesn't take shit, and pure agile. Lets call her don't-take-shit PM.
When the customer re-signed the executive decided that she didn't like don't-take-shit PM. So the project manager gets replaced by play-by-the-rules PM who will comply with stupid requests and micromanagement. He isn't a bad PM but he tries to make everyone happy. The amount of management types executive installs on the project is massive, and development team is cut down in major ways. Customer and executive shit rolls down to the development team and we can't get anything done. The customer starts to lose faith because we can't get traction. They start demanding traditional waterfall/SDLC docs. Which causes more delay in the project.
So the executive decides that the PM can take a fall for it to save face for the company. She moves play-by-the-rules PM to another project. He starts handover to a new PM that has a history of being her pushover. The customer hadn't seen him yet so now we have push-over PM.
Play-by-the-rules PM is finally out of the project and instead of moving to a different account the company decides to "lay him off because there is no work". So basically they made him take the fall for the failure while promising reassignment, and instead let him go. This is so unfair..
Meeting with push-over PM yesterday and he shows us his plan. Identical to play-by-the-rules PM's plan that got him axed.We point that out and show him the docs that were made for it. His face clearly communicates "OH SHIT WHAT DID I SIGN UP FOR?"1 -
Let's call him Butthead.
Butthead loves hearing his own voice, so he speaks like waterfall. You ask him one question, prepare for a one hour discussion. Always in same loud voice no matter if he is in a meeting or just chatting with his side mate.
2 -
Waterfall Project Stages:
Requirements, Analysis, Design, Coding, Testing, Operations
When you promote project managers to program managers and tell them to switch to Agile, you get the Agilefall project stages:
Best guess, Timeline, User stories, Execution, Blame the devs when the project plan trends late.
I want to beat them with a copy of the PMBOK wrapped in lead.3 -
ughh, studying about various software project management methodologies and lifecycles is so boring.
every different model looks similar, saying :
you got an idea?
- check weather its needed and if its practically / financially possible
- get investment and resources,
- design,develop, test, release
- repeat .
why name them waterfall or spiral or rad or agile or shit?
and we know how project go in reality: "fuck its 2 days to release and 5 features left? push to prod, make breaking features, leave the tests and release"7 -
Why the fuck everything I make breaks in fucking IE. Microsoft just fucking realize its shot software already. I am sick of doing alternative code for your dumb ass broke, non-updating ass, waterfall method fucking ass, software.12
-
Best team experience?
Well, first I'd like to mention that after some more experience in the field since, I realize that this company had some pretty terrible management infrastructure...
Nonetheless, I think my best team experience had to have been during my first programming job because my project manager... WAS A FREAKING DEVELOPER! It wasn't his job to be a developer obviously, but we were a small team essentially developing waterfall style, and he had to pick up the slack now and then for certain issues. The man was a genius and everyone appreciated him because you could talk to him about anything dev related and he would get it. The rest of my team was also very chill too, so it was all in all just a fun experience, stressful as it may have been at times.
I have not since had such a diversified project manager 😟 but then again, not the PM's job to touch code...2 -
What are your thoughts on working for a company that give their devs jira tickets that don't have any descriptions? I work for a big organisation (It's actually in the top 3 biggest companies in the country I live in) and I work in a team that has quite possibly the worst agile practice I've ever seen. We get tickets without any descriptions at all. The worst bit is then we get pressure from project management for not delivering things on time. Do they actually realise how difficult it is to deliver something without any business requirements? I have to have a million meetings before I even know wtf the ticket is about. It's incredibly annoying.13
-
I think the sleep deprived me is finally cracking under the weight of incompetent assholes.
We just launched a major project in some weird cocktail of Agile slapped with MVP and release to the wild in a waterfall, but it was premature, premature in the sense QA hasn't even finished their side of things, but because some fuck with with "manager" in their title decided they have burnt through the budget with incompetence and scrapped an entire element of the project and outsourced just so they could make a shittier version that doesn't even fucking work.
How hard do you want to fail before you will start listening to the people that now have to work around the fucking clock to clean up this horse shit of a mess.
I'm literally arguing over field mapping with multiple 3rd parties, when the fucking requirements state WTF this is suppose to look like. All because they didn't validate or test their own shit.
Why is EVERY FUCKING cock head in this industry a waste of space and cash! Is it really to much to ask for 1 fucking project to fucking go live that actually fucking works where I don't need to work 2 weeks straight (including weekends) after going live just to be sure that what shit does hit the fan isn't going to create a SEV 1 issue...
Sorry, I'm pissed at the incompetence of others I need to deal with on a daily basis. It's not like this field is insanely hard. A little attention to detail and self validation, verification goes a long way. But clearly that's a rarity.
Once this shit is stable and actually works, I'll be pulling out the mop to clean up half this shit just so it actually works.
Oof, I'm getting to old for this bullshit.4 -
My project manager decided to go full micromanager today. So members of the team have been emailing our manager and the PMs manager to explain why what he's doing is bad both for our deliverables and our moral1
-
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.
15 -
Job BS that made me consider quitting?
Huh. so timely.
With my previous employer, it was the whole "we're doing Agile and sprints and all the things" with "finish the project in six weeks plus here are some more requirements" garbage. Plus my tech lead always let the business roll over her and add unplanned requirements during a sprint without adjusting the deadlines set by the project managers. In summary: a fuck-all combination of Waterfall deadlines, Kanban tickets and Scrum timeboxes.
At my current employer, it's our business partners who're a bunch of douchebags that don't plan for anything except making sure their bonuses stay intact. Recently they terminated support for a third-party product that literally drives 99% of their web application then says to us "Hey, we need to build our own replacement for the vendor product using an entirely new stack. You have 3 months or our clients will get pissed." Oh, and these business partners keep raising new issues without any documentary basis except "this doesn't feel right" when they test our in-progress work. So helpful <sarcasm />
On the bright side, I'm getting paid whether or not this project fails, so... meh. -
So I've been hired as a senior software developer with all the tags included (mentoring, innovating, pushing forward changes) for a company that is trying to move away from waterfall development (yup, it's 2019 and this exists) to a more iterative workflow.
I was initially hired and sent out to do some "field work" abroad for 3 months and then worked "remotely" from the local office with our field partners.
During all this time it seemed that my ideas go through smoothly, there was a lot of chatter about how things are moving forward, how new projects, innovations and new methodologies are implemented.
And yet, after my "remote" work has finished and I have to do things locally more, all of the skeletons fell out. It's just talk, nothing seems to be changing at all and yet any attempts to talk with the brass is like hitting a brick wall.
Not only that, I've been handed a 12 year old project with no possibility to refactor, no technical documentation, very few comments and in a terrible style.
The atmosphere in the company is odd as hell. People are either not very initiative, nor they seem to really care about all of the "changes" that "should be happening".
It almost feels that I've arrived in a company that still lives in 2007 more or less.
Should I quit, or perhaps it's a little "too soon" (have spent 7 months in the place already)? What I don't want is to get in the same train again (work for a company for 8 - 12 months, feel burned out because of the divergence between actual things done and "plans" and then change the job).5 -
I'm in this university software engineering course, where the professor decides he need to teach us the entire history of software engineering.
Dude, we were taught how to use SVN in addition to Git. Huh? And for software development processes, we were taught a total of 7 of them. There're: code and fix, waterfall, prototyping, spiral, phased, agile and lean. And the tests are like "list 5 advantages and disadvantages for X, and compare them to the advantages and disadvantages of Y". Wtf dude. I don't mind memorizing things, but the things I learn aren't even relevant (except agile and lean). Nobody would be impressed if I say I know SVN in an interview. What am I doing with my life. Ok, back to cramming this shit cuz i need my GPA. Bye.10 -
I can now leave freely without any regrets!
The slight misgivings I had about leaving this place over the toys they provide, is now gone because I re-realized that while this place adopts new tech, it doesn't adapt to it. So they have shiny tools but the people and processes won't change.
It seems to me that due to pressure to deliver, there is little thought/analysis behind any tech change.
They don't plan to change their wretched delivery pipelines. Everything will be same but on git. So no velocity gains, and same bureaucratic review request process. Such a waste. This attitude applies to their other tools too. They are using a unit test library to write tests that don't use mock. They are using modern languages but without modern idioms. It's like writing C code in C++. And of course theoretically we are agile but actually we're just a waterfall team with managers on our ass everyday and tighter release schedules.
Reminds me of @boombodies recent posts and discussion about business spaghetti reflecting in code.
There are possibly multiple reasons for these problems but I think a large part of it is a lack of empathy/mutual respect. Everyone's too insecure, noone cares for anyone but themselves and people just try to outwit each other. -
Just realized one of my partners works with the waterfall methodology. I told him I'm sorry i cant work with him. What do you think?13
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Any dev who is asked to give “deadlines” then cried about how it’s “waterfall” and you cannot produce business requirement deadlines in agile methodology needs to stop being dependent on terminology and learn that part of programming is proper estimation.
Milestones, business deadlines and agile can go-exist. Anyone who says they don’t, then cries “waterfall” when asked to produce deadlines greater than 4 weeks out, please never work with me11 -
A living fossil discovers modern software practices. Nice roasting in the answers:
https://workplace.stackexchange.com/...1 -
I was brought into my new position as part of an transformation of waterfall to agile methodology.
We are now running 4 while projects and need to restart the remaining 29 projects using agile principles. The business management type people love agile, but somehow the people inside the current waterfall practices doesn't.
They are afraid their silo work will either expand or not exist thus making it hard to transform the company. Also the company have been subjected to the dead sea effect.
Therfore, the project that is currently in the space of transformation is making my blood boil because people just ain't passionate enough about software.
Either you craft software, or, well you sit and suckle other's money. People suckling should please grow up and start venturing beyond there cozy 9 to 5 and transform to be a professional software doer rather than a BA, DEV, IT GUY.
YOU BASTARDS GET A SHITLOAD OF MONEY AND DON'T DESERVE IT FOR THE EFFORT YOU BRING.
It is your software, own it, be proud of it. Read up to make it better. And as always, the people debugging your code can be a violent psychopath -
I’ve been asked to step in and help out with a flailing project.
First day of getting acclimatised I see there’s over 100 tasks in WIP. 4 devs in the team.
Holy cunting fuck. Where do I start?2 -
Story of my first successful project
Being part of a great team, I've shared in a lot of successes, one I am particularly proud of is my first attempt to use agile methodologies in a deeply waterfall-managment culture.
Time was June/July-ish and we applied for a national quality award where one key element in the application stated how well we handled customer complaint resolution.
While somewhat true (our customer service is the top-shelf good stuff), we did not have a systematic process in resolving customer complaints. Long story short,
the VP lied on her section of the application. Then came the 'emergency', borderline panic meeting (several VPs, managers, etc) to develop a process to better manage
complaints before the in-house inspection in December.
As most top priority projects go, the dev manager allocated 3 developers, 2 DBAs, and any/all network admins we would need (plus all the bureaucratic management that wanted their thumb in the pie).
Fast forward to August, after many, many planning meetings, lost interest, new shiny bouncing balls, I was the only one left on the project. The VP runs into the dev manager in the hallway and asks "Is my program done yet? If its not ready before December with report-able data, we will not win the award."
The <bleep> hit the fan...dev manager comes by...
Frank: "How the application coming along? Almost done?"
Me:"No, haven't really started coding. You moved Jake and Tom over to James's team, Tina quit, and you've had me sidetracked helping other teams because the DBAs are too busy."
Frank: "So, it's excuses. You really think the national quality award auditors care about your excuses? The specification design document has been done for months. This is unacceptable."
Me: "The VP finished up her section yesterday and according to the process, we can't start coding until the document is signed off."
Frank: "Holy f<bleep>ing sh<bleep>t! No one told you *you* couldn't start. You know how to create tables and write code."
Me: "There is no specification to write to. The design document is all about how they plan on reporting the data, not how call agents will be using the application to serve customers."
Frank: "The f<bleep> it isn't. F<bleep>ing monkeys could code against that specification, I helped write it! NO MORE F<bleep>ING EXCUSES! This is your top priority from now on!"
I was 'cleared' to work directly with the call center manager and the VP to develop a fully integrated customer complaint management system before December (by-passing any of the waterfall processes that would get in the way).
I had heard about this 'agile' stuff, attended a few conference tracks on the subject, read the manifesto, and thought "I could do this.".
Over the next month, I had my own 'sprints' and 'scrums' with the manager (at the time, 'agile' was a dirty word so I had to be careful of my words and what info I shared) and by the 2nd iteration had a working prototype.
Feature here, feature there (documenting the 'whys' and 'whats' along the way), and by October, had a full deployed application.
Not thinking I would get a parade or anything, the dev manager came back from a meeting where the VP was showing off the new app to the other VPs (and how she didn't really 'lie' on the application)
Frank: "Everyone is pleased how well the project turned out, except one thing. Erin said you bothered him too much with too many questions."
Me: "Bothered? Did he really say that?"
Frank: "No, not directly, but he said you would stop by his office every day to show him your progress and if he needed you to change anything. You shouldn't have done that."
Me: "Erin really seemed to like the continuous feedback. What we have now is very different than what we started with."
Frank: "Yes, probably because you kept bothering him and not following the specification document. That is why we spend so much time up front in design is so we don't waste management's time, which is exactly what you did."
Me: "We beat the deadline by two months, so I don't think I wasted anyone's time. In fact, this is kind of a big win for us, right?"
Frank: "Not really. There was breakdown in the process. We need better focus on the process, not in these one-hit-wonders."
End the end, the company won the award (mgmt team got to meet the vice president, yes the #2 guy). I know I played a very small, somewhat insignificant role in that victory, I was extremely proud to be part of the team. -
I have a lot to say..
In my project theres a design department, since the beginning of the project they didn't want to be part of the scrum methodology..(they used to work waterfall..)
So.. they have a disorder on the user history needs, and they argue for every request that we need to finish the history..
They dont go to the plannings, dailys.. they dont know shiet!
And meanwhile telling u this rant im getting mad as fuck..
so at this point i cant even explain how FUCKING UPSET I AM & WHY THE FUCK people reject the change and decides to work by their own! fuck this!
anyways ill share 2 storys ( i have a lot..)
1. "Raise your hand if you dont know whats a button?"
So we created a standard button to be re used it in other forms..
The designer came late to the planning, and decided to change the button layout (again x4) & it's behavior, so he wanted "the button disabled, but not disabled", since he wasnt able to explain it as well, he got upset.. and said that we didn't know about how a button works & asked the public to raise up the hand who didnt know what is a button.. and we were like :
dude are u fucking serius?.. u cant even explain what the fuck u want, u came late, and know u act like if you teach about ux & design? fucking rockstars..
2. "why do you call me to the planning if you don't need anything from me?"
We ask and required the designer to be in the plannings to avoid the disorder and the delivery delays..
that day we didn't require anything from the designer, so he started complaining that we called him for no reason..
me : dude, d u even realize why is this meeting called planning? -
Reading a couple rants from students and teachers lately, brought back to my mind a memory from the first lesson in my Software Engineering course when I was in college.
Teacher entered the room like he was the king of the world, turned around facing the students and started his intro speech:
"my name is {name} bla bla bla I will teach you software engineering bla bla bla let's point out one important thing: In your life you have written how many lines of code for a software? 10? 100? If you have NEVER written at least 1,000,000 lines of code for a program, you're not a developer. Now let's start talking about waterfall, endless specification requirements and meetings..."
Me 😐
And that was the moment I left the room moonwalking1 -
def best and worst dev experience from 2016 was a 4 week advanced dev boot camp for work. it was a smaller classroom with about 20 experienced devs in it. it was bright in there. a lot of strong minds backed by strong opinions and even loud voices at times, these are devs after all(so picture that for 1 month straight, 8 hr days). first 2 weeks was all new stuff. it was like a waterfall on head. I kept getting paired with weakest person in the camp for the weekly clone projects which didn't help matters for me or her. after the second week I started to grasp what we were doing and they started mixing up the groups. by the last week most everyone in the camp had learned so much, we had come so far we all kinda bonded through the experience. the final projects Imo were all very impressive. we were all pretty proud of ourselves I'd say. I never learned so much in such a short period of time. immersive training is the only way to go. those week long standard lecture lab workbook tech training courses are weak!! u wanna learn something, u gotta get in there and get dirty with it.1
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I'm literally one junior developer building a front end stack for a company that uses the waterfall method of building shit...
My application has not been fully tested and none of the real user base has actually tested it. I have no clue what potential egde cases exist in my application. I did as much testing as possible but it's keeping me on edge that there is potentially something broken lurking underneath that I don't know about.
If it is broken it's all erupting into flames and there's nothing I can do about it because the application will have to go through a whole beuacratic process to allowed to be fixed.3 -
Had a job advert where they legit said a requirement was following the waterfall methodology.
Nope. Nope nope nope nope.
4 -
It is so frustrating working in a pure waterfall environment. My current work is constantly interrupted by QA and UAT defects. Many of which have nothing to do with my code. But they still require me to stop what I'm doing and research what happened. It's 2:43 and after meetings and research I haven't written a line of code on my current project. Ugh!
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Do you guys still see the relevance of using code freezing instead of just properly managing versions, repositories and branches in a cyclical manner, given how advanced software practices and tools are supposed to be?
To give some context, the company I work for uses the complete trash project management practice of asking teams to work on a sprint basis, but there is still a quarterly milestone and code freeze to commit to and it's where shit hits the fan.
Development teams rush features at the end of the quarter because they had to commit at the very least to a 6 months in advance planning (lol?) and turns out, not being able to design and investigate properly a feature combined with inflexible timelines has high chances to fail. So in the end, features are half-assed and QA has barely any time to test it out thoroughly. Anyways, by the time QA raises some concerns about a few major bugs, it's already code freeze time. But it's cool, we will just include these bug fixes and some new features in the following patches. Some real good symver, mate!
Of course, it sure does not help that teams stopped using submodules because git is too hard apparently, so we are stuck with +10Gb piece of trash monolithic repository and it's hell to manage, especially when fuckfaces merges untested code on the main branches. I can't blame Devops for ragequitting if they do.
To me, it's just some management bullshit and the whole process, IMO, belongs to fucking trash along with a few project managers... but I could always be wrong given my limited insight.
Anyways, I just wanted to discuss this subject because so far I cannot see code freezing being anything else than an outdated waterfall practice to appease investors and high management on timelines.8 -
Waterfall.
I string dislike the waterfall methodology and much prefer agile or scrum. And it's incredibly difficult that upper management only understands waterfall while claiming to know agile.
Meanwhile they want things completed by deadlines that are only possible with an agile approach. So you have a mishmash of upper management running waterfall with impossible deadlines and developers trying to meet those deadlines running in agile.
Anyone else have this problem? -
"For Product projects *company name omitted* uses a combination of Waterfall and Agile methodologies".
Wow. Nice they're actually admitting they're doing it. But the paper that explained what Waterfall was spent most of the time explaining why it was a bad idea. -
Be me at new job.
Just learned that bonus is tied to project estimate skills. Range is +- 25% of estimate vs reality.
They are waterfall. I've spent the last three years as Agile. -
Any of you are annoyed by your non-technical manager work practices?
Every release I feel like our manager's goal is to have our planning and results look good in front of higher management, no matter if it is true or not.
Oh this big task could not be done because we had to plan 4 months in advance with no info and poorly done requirements? Well let's just push it to the next release we can't have unfinished tasks logged in.
Oh we don't have time to work on tech debt and refactoring, there are too many features and bugfixes to do. Well maybe that is why there are so many bugs, eh?
Oh your automated test results need to all look perfect, does not matter if your test are even good or actually doing anything in the first place, as long as it passes.
Also, I was promised agile and got a waterfall-like bullshit process instead that barely works.
Anyways just morning rambling.1 -
I’m currently working 2 jobs with over 60 hour work weeks in addition to my own SaaS company.
One job is full-time 40 hours, where I am a mid level developer and I just do the waterfall of tickets that is assigned to me. This place is unorganized and has almost no communication within the team.
The second job I am the Senior Dev and project lead. It’s a contract position that I put 20+ hours in on the evenings and weekends. Agile methodology, with a modern tech stack and I promote excellent communication as well as documenting everything.
I’m in a unique position because I’m able to see these differences and compare them side by side. My full-time job doesn’t really know about the second job. I get my work done, and that’s all that matters. This place is a mess. The project lead (CTO) is a helicopter boss that sticks his nose up at any type of formal documentation and practices. No tests are written.. no SIPs or deployment docs.. no stand ups or anything. I must also mention this team has 5 developers and a QA.. my team is only 2 developers and a QA. We get through tickets much faster.. it helps when I go over every single ticket that is created and add requirements and images..
I guess my point is... I’m about to be a full-time contractor because I can’t take this unprofessionalism anymore.
Just because these formalities technical take longer. It does decrease actual time spent developing a project. Spending a couple of hours on tests and requirements can save you days of back and forth in the future. Not to mention... document.. everything.1 -
True story: We had once a project where the manager tells the client we are using the Waterfall but internally the devs are actually doing Agile. >_<1
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Things that annoy me about my current place:
1 - Only 3 people out of a team of 12 developers are allowed to purge akamai, or merge pull requests to master on any of our 200+ websites. Apparently this is because us contractors are not allowed because the permanent employees have to be accountable for the code.
Despite this, no-one actually reads the code. You just throw up a request in the slack channel and boom, instantly 30 seconds later someone approves it, even if its 500+ lines of code.
2 - I've pushed for us to move to agile instead of waterfall, and got declined (which is fine), but the reasoning was that the dev team are not 'mature enough' to work that way. Half the devs here have 5+ years of experience so I don't get the problem here.
3 - There is zero code reviewing process in place. I just watched as a developer's 300 line merge request was approved within 8 seconds of it going live. No-one is allowed to comment on the code review or suggest changes as this would 'slow down development'. Within that 300 line merge request were tons of css being aimlessly commented out, and invalid javascript (introducing both bugs and security issues) that were totally ignored.
What is your thoughts on these above points?
Am I too narrow minded or is the development manager clueless?1 -
I'm a scrum sprinter using my agile-ity to dodge rock-rigid waterfalls.
My take at another lame joke.
But I still have my legs and can walk... -
At a job ten years ago, I had a manager who thought it would be a good idea to lock us in a meeting room all day with a 45 page BRD reading it line by line and analyzing what each line means until everyone was on the same page.
Every time I do an agile project without a BRD I think of her.1 -
I was just asked to create one PBI for an entire project that will last months. Why bother. <insert sarcasm here> let’s just go back to using excel and waterfall.
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When you're agreed with prototyping sdlc then suddenly it became waterfall model.
"I'm thinking there's some lack of additional features that might be needed by our clie-"
"NO! CAN THE SOFTWARE WORK? WE NEED TO RELEASE TOMORROW "
"Yes it works ok deliver tomorrow"
Fucking cheesedick hobo here comes another deployment Friday that tops another nice fucking shit on your degenerative brain to come up with such a plan -
SQA here.
What do you even do when dev, other senior QA, your boss and management all give conflicting requirements for a big milestone planning while still ramping up?
My instinct tells me to do what my boss and dev tells me and to come up with the solution that makes the most sense.
No we don't have a product owner ffs. It's like a bizarre waterfall scheme. I have figure out this on my own and hope I made no big mistakes because the ones with the knowledge are unavailable to help. Been thrown in this shit and it's been 3 months I work here. I am honestly trying my best to filter the best out of this.4 -
The best part about being a developer, is building something cool, and other developers telling you how cool it is (and suggesting improvements)
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I know using Composition is a good way of reusing components. Works like a charm and sends data down the tree like a waterfall.
But in our codebase it's applied to bugs. Fix one, get two more, fix two get four more.
I want to cry :'(( -
I don't know why, but even though I have years of experience doing agile both in school and at work, I seem to have a hard time adjusting to the agile work method because I always seem to want to do waterfall.
I don't like the stress of having to rush out a product, nor do I like working on an unknown piece of software (framework/library) without knowing it fully; it just itches me and I get obsessive.
I don't like creating just a piece of functionality and rush it out the door, but I rather like doing it in an R&D type way where I get years to finish a product that I slowly work on, like a modern-age philosopher and scientist.
I know there are companies out there that have this approach, but sadly most of them are agile 'cause they all wanna be cool.. LoL
I'm an old mind in a modern world..2 -
Programming, Motherfucker
Do you speak it?
We are a community of motherfucking programmers who have been humiliated by software development methodologies for years.
We are tired of XP, Scrum, Kanban, Waterfall, Software Craftsmanship (aka XP-Lite) and anything else getting in the way of...Programming, Motherfucker.
We are tired of being told we're socialy awkward idiots who need to be manipulated to work in a Forced Pair Programming chain gang without any time to be creative because none of the 10 managers on the project can do... Programming, Motherfucker.
We must destroy these methodologies that get in the way of...Programming, Motherfucker.
3 -
Me: By mandating code coverage pct. (very high ones) and integration test coverage pct. you are building an ever growing Rube Goldberg machine that you will end up spending most of your time fixing rather than working on the actual product.
Them: (Staring and whispering in the background). Wow, you must be stupid. This is how you created quality software.
...time passes and now most time is sucked into figuring out why all branches have failing integration tests all the time.
Me: I told you so. I've seen it multiple times. How about doing it differently?
Them: (staring and whispering in background). You are stupid. This is exactly how quality software is built. We know what we are doing. You must like waterfall.4 -
The waterfall model of executing agile: Planning phase -- how to execute agile?
The loudest voices are often the people who contribute much else.
How many of these meetings have you been witness to ? -
Yeasterday I sat in meetings all day alternating between talking about work that needs done to fix something, and listening to people talk about things that don't matter to me.
Today I plan on doing the same.
My impediments are my PM and the abomination of waterfall processes he forces on us and claims are a "scaled agile framework".
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