Attended one of the best meetups ever. To give you an idea how awesome it was..

Speaker took the first ~20 minutes introducing himself.
His intro card deck kept referring to himself in the third person (he is the only employee in consulting 'company'). Ex. "Mr. Smith began his humble career .."

The powerpoint presentation began with him clicking each page, not executing the slideshow (ex. pressing F5).
Finally someone asked "Can you make slide bigger?"

S:"You can't read that?..um..sure...I guess .."
Starts fumbling around the zoom ...
Dev: "No, can you start the slideshow?"
S: "I don't know what you mean...there...I zoomed it, is that better? Now I can't see my notes..just sec.."
<fumbles again with the zoom>
Dev: "No, not zoom, start the slide show, press F5"
S: "Oh...you want me to F5 it...OK..."
<he *clicks* the slide show button>

Finally getting into code, trying to get out of powerpoint ...
S: "How do I get out of this fullscreen?.."
Dev: "Hit escape"
S:"No..um.."
<keeps trying to click on 'something'>
S:"I see visual studio, but its not on the big screen... "
<keeps click on 'something', no one is sure whats going on>
Dev: "Hit Escape to stop the slideshow"
<finally hits escape, then able to put Visual Studio on the big screen>
S: "Ahh...there, I figured it out."

Speaker had no end of making wild/random statements like:
".Net Core is the future of Microsoft, if you're using .Net 4.5...forget it, its not even supported anymore."
"When I was at Microsoft Build, I asked them why not put all the required .Net assemblies in one directory. Looks like with .Net Core, they listened to me" (he was serious)
"I don't use SQL Server Mgmt Studio. Its free and it sucks. I use <insert a very expensive SSMS clone>, its great, you guys should check it out", then proceeds to struggle to open a query window to write some SQL.
"When you use .Net Core and EntityFramework, you have to write your own stored procedures. If a developer can't write stored procedures, he shouldn't be in this business."

I was on the edge of my seat, hungry for the next crazy bat-shit thing to come out of his mouth. He did not disappoint. BEST MEETUP EVER!

Devs: We need access to PROD DB in order to provide support you're asking us for.

Mgmt: No, we cannot trust you with PROD DB accesses. That DB contains live data and is too sensitive for you to fuck things up

Mgmt: We'll only grant PROD DB access to DBAs and app support guys

Mgmt: <hire newbies to app support>

App_supp: `update USER set invoice_directory = 54376; commit;`

----------------
I have nothing left to say....

Mgmt: We will need you to work on Saturday
Me: I'm afraid I can't, I have plans that cannot be rescheduled.

Mgmt: Then please call your coleague out of vacation. Treat this as super urgent.
Me: I do not feel comfortable calling him out as, as you know, he is on leave (family emergencies) and it is a weekend. I do not think it would be ethical to do so either.

Mgmt: *crickets chirping in my mailbox*
Me: *Updating my LinkedIn*

#2 Worst thing I've seen a co-worker do?

Back before we utilized stored procedures (and had an official/credentialed DBA), we used embedded/in-line SQL to fetch data from the database.

var sql = @"Select
FieldsToSelect
From
dbo.Whatever
Where
Id = @ID"

In attempts to fix database performance issues, a developer, T, started putting all the SQL on one line of code (some sql was formatted on 10+ lines to make it readable and easily copy+paste-able with SSMS)
var sql = "Select ... From...Where...etc";

His justification was putting all the SQL on one line make the code run faster.
T: "Fewer lines of code runs faster, everyone knows that."

Mgmt bought it.

This process took him a few months to complete.

When none of the effort proved to increase performance, T blamed the in-house developed ORM we were using (I wrote it, it was a simple wrapper around ADO.Net with extension methods for creating/setting parameters)

T: "Adding extra layers causes performance problems, everyone knows that."

Mgmt bought it again.

Removing the ORM, again took several months to complete.

By this time, we hired a real DBA and his focus was removing all the in-line SQL to use stored procedures, creating optimization plans, etc (stuff a real DBA does).

In the planning meetings (I was not apart of), T was selected to lead because of his coding optimization skills.
DBA: "I've been reviewing the execution plans, are all the SQL code on one line? What a mess. That has to be worst thing I ever saw."
T: "Yes, the previous developer, PaperTrail, is incompetent. If the code was written correctly the first time using stored procedures, or even formatted so people could read it, we wouldn't have all these performance problems."

DBA didn't know me (yet) and I didn't know about T's shenanigans (aka = lies) until nearly all the database perf issues were resolved and T received a recognition award for all his hard work (which also equaled a nice raise).

Some days I feel like I work in a different universe.

Last night our alerting system sent out a dept. wide email regarding a high number of errors coming from the web site.

Email shows the number of errors and a summary of the error messages.

Ex. 60 errors
59 Object reference not set to an instance of an object
1 The remote server returned an unexpected response: (413) Request Entity Too Large

Web team responds to the email..

"Order processing team's service is returning a 413 error. I'll fill out a corrective action ticket in the morning to address that error in their service. "

Those tickets are taken pretty seriously by upper mgmt, so I thought someone on the order processing team would point out the 1 error vs. 59 (coming from the web team's code).

Two hours go by, nobody responds, so I decide to jump into something that was none of my business.

"Am I missing something? Can everyone see the 59 null reference exceptions? The 413 exception only occurred once. It was the null reference exceptions that triggered the alert. Looking back at the logs, the site has been bleeding null reference exceptions for hours. Not enough for an alert, but there appears to be a bug that needs to be looked into."

After a dept. managers meeting this morning:

MyBoss: "Whoa..you kicked the hornets nest with your response last night."
Me: "Good. What happened?"
<Dan dept VP, Jake web dept mgr>
MyBoss: "Dan asked Jake if they were going to fix the null reference exceptions and Jake got pissed. Said the null reference errors were caused by the 413 error."
Me: "How does he know that? They don't log any stack traces. I don't think those two systems don't even talk to one another."
<boss laughs>
MyBoss:"That's what Dan asked!..oh..then Jake started in on the alert thresholds were too low, and we need to look into fixing your alerting code."
Me: "What!? Good Lord, tell me you chimed in."
MyBoss: "Didn't have to. Dan starting laughing and said there better be a ticket submitted on their service within the next hour. Then Jake walked out of the meeting. Oh boy, he was pissed."
Me: "I don't understand how they operate over there. It's a different universe.
MyBoss: "Since the alert was for their system, nobody looked at the details. I know I didn't. If you didn't respond pointing out the real problem, they would have passed the buck to the other team and wasted hours chasing a non-existent problem. Now they have to take resources away from their main project and answer to the VP for the delay. I'm sure they are prefixing your name right now with 'that asshole'"
Me: "Not the first, won't be the last."

!dev I'd just helped a client cut over to a new fiber connection and then left for Vegas, about 2 days into the trip my wife and I decided to hit a breakfast spot that had bottomless mimosa's, which was of course a claim we had to test.

As we are walking(stumbling) out of the restaurant I get a call that the connection has crashed and the entire car dealership is unable to sell cars, which they tell me is important functionality.

So I make it up to my room and break out the laptop, luckily the mgmt interfaces are still available externally so I'm able to log in and then have the fun challenge of 1) not falling off of my chair 2) not accidentally making a change that kills what connection I have in and 3) fixing their actual issue.

Took me almost an hour to find a simple OSPF issue but at least got them working and happy. However by that time I was beginning to sober up, which is the absolute worst thing that can happen while day-drinking and ended up basically causing me to be be hung-over for the rest of the night, including my wifes friends wedding, which she wasn't thrilled about...

The moral of this story is to make sure to NOT stop drinking while dealing with unexpected production impacting events.

Boy do I hate office politics...

A client asked our company to fix perf issues on their product. Our coleagues had been picked for the job [being led by another 3rd-party, as per client's request]. Aaand they dropped the ball. The deadline is in 2 weeks, nothing is working.

Mgmt engaged us to put out the fire, but strictly at the scope the other guys were working in.

On the first day of testing we've revealed an elephant-sized perf issue that's as easy to fix as brainlessly changing 4 values in config. And that elephant is masking all the other perf issues.

We got a firm NO for config changes as that is out of the defined scope. And we're asked to continue testing.

I mean, the elephant is THAT huge that any further testing is moot - all other bottlenecks are hidden behind it. And just changing those 4 values would reduce the resources required by a magnitude of ~10.

But that's out of scope...

Client is desperate, lost and honestly asking us, pros in the field, for help.. We know how to help.. It takes 10 seconds to apply the fix..

But our mgmt forbids us to step out of the scope :/

as a result we have to pretend to be dummies hardly knowing what to do and hide the truth from the customer they so desperately want.

This is frustrating. And wrong. And imo unprofessional

Drove 1.5 hrs for a interview at a company which was developing mgmt software for fire departments. They were very pleased with me, as i am with a volunteer FD and a perfect fit in their opinion. I declined after i found out they code base is mostly VB6 and they considered source control unnecessary.
Thanks, but no thanks.

Apple flips the bird to devs again...

So I go to release a new version of my app (critical updates and bug fixes from mgmt) and I had just updated my phone. Yeah, that was a fucking mistake.

“This version of Xcode is not compatible with the new version of iOS.”

Ok... update Xcode...

“The new version of Xcode is not compatible with your version of OSX”

WTF?! This version isn’t that old? Fine... update OSX. 5 hours later...

“Hey, just wanted to let you know that we decided to break every one of your web development tool setting and basically nothing works on your computer now, oh yeah, and we’re Apple so FUCK YOU.”

I replaced a python/mysql daily process that takes 25 minutes to run with a perl/redis process that takes 1 minute to run, so it runs multiple times a day. Mgmt asks me to convert it to python/mysql, "...but keep the run time at one minute. That's great!"

No.

Mgmt: We need performance metrics' comparison for those 2 tests ASAP, we'll ping you every 5 minutes

AWS Cloudwatch: *unusually slow - takes ~2 minutes to add/remove a metric or change the timeframe*

Me: *fuck*

AWS Autologout: "Let me just intervene here right before you take that screenshot that took you 1.5 hours to filter out..."

Everyone's crying about big bad companies using innocent graduates by offering them a few non-paid internships. But when it comes to mgmt manipulating devs into non-paid overtime by questioning their estimates, noone sees a problem.

For fuck's sake, you are the devs, YOU and ONLY YOU can do tech estimates, not the mgmt. You are nothing close to a developer if you allow them to manipulate you like that. Just a dummy coder at best. A puppet with no backbone. An amoeba. You are DISGUSTING and a disgrace to developers' proffession.

Start acting proffessionally for once!!

Be visible! As much in the action as possible. As much in the comms with mgmt, stakeholders, clients as possible.

You can be the best and smartest engineer in the world, but if noone sees you - noone will know you exist.

Best code performance incr. I made?

Many, many years ago our scaling strategy was to throw hardware at performance problems. Hardware consisted of dedicated web server and backing SQL server box, so each site instance had two servers (and data replication processes in place)

Two servers turned into 4, 4 to 8, 8 to around 16 (don't remember exactly what we ended up with). With Window's server and SQL Server licenses getting into the hundreds of thousands of dollars, the 'powers-that-be' were becoming very concerned with our IT budget. With our IT-VP and other web mgrs being hardware-centric, they simply shrugged and told the company that's just the way it is.

Taking it upon myself, started looking into utilizing web services, caching data (Microsoft's Velocity at the time), and a service that returned product data, the bottleneck for most of the performance issues. Description, price, simple stuff. Testing the scaling with our dev environment, single web server and single backing sql server, the service was able to handle 10x the traffic with much better performance.

Since the majority of the IT mgmt were hardware centric, they blew off the results saying my tests were contrived and my solution wouldn't work in 'the real world'. Not 100% wrong, I had no idea what would happen when real traffic would hit the site.

With our other hardware guys concerned the web hardware budget was tearing into everything else, they helped convince the 'powers-that-be' to give my idea a shot.

Fast forward a couple of months (lots of web code changes), early one morning we started slowly turning on the new framework (3 load balanced web service servers, 3 web servers, one sql server). 5 minutes...no issues, 10 minutes...no issues,an hour...everything is looking great. Then (A is a network admin)...
A: "Umm...guys...hardly any of the other web servers are being hit. The new servers are handling almost 100% of the traffic."
VP: "That can't be right. Something must be wrong with the load balancers. Rollback!"
A:"No, everything is fine. Load balancer is working and the performance spikes are coming from the old servers, not the new ones. Wow!, this is awesome!"
<Web manager 'Stacey'>
Stacey: "We probably still need to rollback. We'll need to do a full analysis to why the performance improved and apply it the current hardware setup."
A: "Page load times are now under 100 milliseconds from almost 3 seconds. Lets not rollback and see what happens."
Stacey:"I don't know, customers aren't used to such fast load times. They'll think something is wrong and go to a competitor. Rollback."
VP: "Agreed. We don't why this so fast. We'll need to replicate what is going on to the current architecture. Good try guys."
<later that day>
VP: "We've received hundreds of emails complementing us on the web site performance this morning and upset that the site suddenly slowed down again. CEO got wind of these emails and instructed us to move forward with the new framework."

After full implementation, we were able to scale back to only a few web servers and a single sql server, saving an initial $300,000 and a potential future savings of over $500,000. Budget analysis considering other factors, over the next 7 years, this would save the company over a million dollars.

At the semi-annual company wide meeting, our VP made a speech.

VP: "I'd like to thank everyone for this hard fought journey to get our web site up to industry standards for the benefit of our customers and stakeholders. Most of all, I'd like to thank Stacey for all her effort in designing and implementation of the scaling solution. Great job Stacy!"
<hands her a blank white envelope, hmmm...wonder what was in it?>

A few devs who sat in front of me turn around, network guys to the right, all look at me with puzzled looks with one mouth-ing "WTF?"

oh, it got better!

One year ago I got fed up with my daily chores at work and decided to build a robot that does them, and does them better and with higher accuracy than I could ever do (or either of my teammates). So I did it. And since it was my personal initiative, I wasn't given any spare time to work on it. So that leaves gaps between my BAU tasks and personal time after working hours.

Regardless, I spent countless hours building the thing. It's not very large, ~50k LoC, but for a single person with very little time, it's quite a project to make.

The result is a pure-Java slack-bot and a REST API that's utilized by the bot. The bot knows how to parse natural language, how to reply responses in human-friendly format and how to shout out errors in human-friendly manner. Also supports conversation contexts (e.g. asks for additional details if needed before starting some task), and some other bells and whistles. It's a pretty cool automaton with a human-friendly human-like UI.

A year goes by. Management decides that another team should take this project over. Well okay, they are the client, the code is technically theirs.

The team asks me to do the knowledge transfer. Sounds reasonable. Okay.. I'll do it. It's my baby, you are taking it over - sure, I'll teach you how to have fun with it.

Then they announce they will want to port this codebase to use an excessive, completely rudimentary framework (in this project) and hog of resources - Spring. I was startled... They have a perfectly running lightweight pure-java solution, suitable for lambdas (starts up in 0.3sec), having complete control over all the parts of the machinery. And they want to turn it into a clunky, slow monster, riddled with Reflection, limited by the framework, allowing (and often encouraging) bad coding practices.

When I asked "what problem does this codebase have that Spring is going to solve" they replied me with "none, it's just that we're more used to maintaining Spring projects"

sure... why not... My baby is too pretty and too powerful for you - make it disgusting first thing in the morning! You own it anyway..

Then I am asked to consult them on how is it best to make the port. How to destroy my perfectly isolated handlers and merge them into monstrous @Controller classes with shared contexts and stuff. So you not only want to kill my baby - you want me to advise you on how to do it best.

sure... why not...

I did what I was asked until they ran into classloader conflicts (Spring context has its own classloaders). A few months later the port is not yet complete - the Spring version does not boot up. And they accidentally mention that a demo is coming. They'll be demoing that degenerate abomination to the VP.
The port was far from ready, so they were going to use my original version. And once again they asked me "what do you think we should show in the demo?"

You took my baby. You want to mutilate it. You want me to advise on how to do that best. And now you want me to advise on "which angle would it be best to look at it".

I wasn't invited to the demo, but my colleagues were. After the demo they told me mgmt asked those devs "why are you porting it to Spring?" and they answered with "because Spring will open us lots of possibilities for maintenance and extension of this project"

That hurts.
I can take a lot. But man, that hurts.

I wonder what else have they planned for me...

I previously worked as a Linux/unix sysadmin. There was one app team owning like 4 servers accessible in a very speciffic way.
* logon to main jumpbox
* ssh to elevated-privileges jumpbox
* logon to regional jumpbox using custom-made ssh alternative [call it fkup]
* try to fkup to the app server to confirm that fkup daemon is dead
* logon to server's mgmt node [aix frame]
* ssh to server directly to find confirm sshd is dead too
* access server's console
* place root pswd request in passwords vault, chase 2 mangers via phone for approvals [to login to the vault, find my request and aprove it]
* use root pw to login to server's console, bounce sshd and fkupd
* logout from the console
* fkup into the server to get shell.

That's not the worst part... Aix'es are stable enough to run for years w/o needing any maintenance, do all this complexity could be bearable.

However, the app team used to log a change request asking to copy a new pdf file into that server every week and drop it to app directory, chown it to app user. Why can't they do that themselves you ask? Bcuz they 'only need this pdf to get there, that's all, and we're not wasting our time to raise access requests and chase for approvals just for a pdf...'

oh, and all these steps must be repeated each time a sysadmin tties to implement the change request as all the movements and decisions must be logged and justified.

Each server access takes roughly half an hour. 4 servers -> 2hrs.

So yeah.. Surely getting your accesses sorted out once is so much more time consuming and less efficient than logging a change request for sysadmins every week and wasting 2 frickin hours of my time to just copy a simple pdf for you.. Not to mention that threr's only a small team of sysadmins maintaining tens of thousands of servers and every minute we have we spend working. Lunch time takes 10-15 minutes or so.. Almost no time for coffee or restroom. And these guys are saying sparing a few hours to get their own accesses is 'a waste of their time'...

That was the time I discovered skrillex.

There is a company providing a very speciffic service. And it has a core application for that svc, supported by a core app team.
That company also has other services, which are derivations of the core one. So every svc depends on core.

Now that we're clear on that... I was working in a team of one of the subservices. We very strongly depended on core. In fact, our svc was useless if integration w/ core broke down.

The core team had an annoying habbit. They refused to version their webservices and they LOVED to push api updates w/o any warnings. Our prod, test, other envs used to fail bcz of core api changes quite often. Mgmt, IT head was aware of the problem and customers' complaints as well.

So as a result, once core api changes we're all in a panic mode: all prior priorities are lowered and revival of prod is to be our main focus. Core api is not docummented, the changes are not clear, so we have to reverse engineer the shit out of it. We manage to patch our prod up w/ hotfixes, but now we have tech debt. While working on the debt, core api changed again, in test env. Mgmt pushes debt back and reallocates us to hotfix test. Hotfix is 80% done when another core api breaks. Now mgmt asks us to drop wtv we're working on and fix that new break. By the time we're to deploy the hotfix, another api breaks in another env. The mgmt..... You get the picture :)

2 years go by, nothing has changed so far.

So glad monday is my last day at my job.

Got a message from mgmt through teams chat today, to paraphrase: we are making our awful time entry system even worse. We are switching to microsoft projects next week for all project. So you'll need to enter in your company wide time sheet with 40 hrs every week, separated by project, then go to a seperate url for each project you work on and enter in the hours you worked on for each individual task given to you by the project manager. There will be no way of easily seeing that the hours in microsoft projects add up to equal the hours entered into the company wide time sheet.

There's this huuuge project I was a part of for half a year. I was kicked off along with a few dozens of other devs (>60% of total manpower) a while ago for particular company reasons.

Now the remaining devs are oh-so-enjoying their time there..

1. workload has not changed
2. deadlines have not changed
3. no one will have Christmas-NewYear vacation
4. a new k8s-based infra is scheduled to roll out to PROD on Dec 23 (k8s is still far from ready - might need a few more months)

The most fun part is that it's not client's mgmt who has decided for #4 -- it's our own....

Boys.. Girls.. Save yourselves.

And now they are threatening us... Brilliant!

- they refuse to sign a legal agreement with us [for our services]
- they only gave us a verbal promise they will pay for our services
- they revoke lots of our accesses
- another company is taking over their product we were hired to look after before. Now they demand us do things for them for free
- a few integrations are malfunctioning with premature EOF [while reading a response]. I had escalated this with the most throughout case analysis I have done in my entire life. Three times over the last 2 years. Explaining every single detail that needs to be done, how, by whom and how to interpret the results. Escalations went to their high level mgmt. And directly had been rerouted to /dev/null...
- now they asked us to fix this whole shit. For free ofc, they have no money to pay us..
- they begged
- when that didn't work - they started threatening to route all their customers' complaints to us and flood us with them

at first I was proud to work on their project. I didn't want to leave it when my manager asked me to. A national level project, making a difference for my own country. But now.....

that's gov, my friends. That's politics and power games.

Soo, my manager asked me to create tool for CSI. Sort of ticketing tool for service improvements.

So I spent a few months working on it including design, websocket based real time statistics, exports to their belowed excel, easy to use, fast and so on.
I've presented it to mgmt, told them that deployment was easy and just need a simple linux virtual and all is automated.

They told me that they don't have a server. Company where main business is cloud services. Didn't pay me a penny for my effort even though worked on that mostly in my free time.
I didn't even want anything for the tool, just for my time.

Then a month later they've introduced similar thing based on Sharepoint with 1/10th of fuctionality, slow as hell, buggy, unintuitive.

And guess what, I can't open source my tool because it is a company property.

So, fuck it, never gonna do anything again without proper contract, even if for the same department.

I've already left that hell hole, but thought I would share my story.

I need to integrate with service A. There is an issue.

Me: Service A, we have an issue. We don't get any errors but the final entity doesn't get created
ServiceA: Ahh, I see. Since you didn't get any errors, try escalating this to Service B - we are using it and they might see what's wrong.
Ticket: *closed*

Me: Service B, we have an issue and ServiceA says I should talk to you.
ServiceB: Ahh, I see. I don't see any errors in our logs. Try escalating this to Service C
Ticket: *closed*

Me: Service C, we have an issue and Service B says I should talk to you.
ServiceC: How do you send the request to us?
Me: I don't. Service B does.
ServiceC: I see. I don't see any requests coming from them. Talk to Service B
Ticket: *closed*

Me: Service B, Service C says you don't send a request. Please have a look.
<...>

Each ticket takes 2-3 days to be noticed.

My fuse tripped there and I addressed this ping-pong situation in the mail thread with mgmt in it. ServiceA hid behind the "it's not our service, we only provide self-service tools" wall. So, again, I'm left out there to dance this corporate polka...

How do you guys/girls explain to potential new customers that you can perfectly work in a structured business environment and follow the rules, but also that you're assertive enough to oppose desicions being made based on bias, misunderstanding, fanboyism, or grave stupidity.

I just got informed from a freelance position that they would have hired me if it were not for my 'rebellious nature towards customers'

I don't oppose customers, i oppose stupidity unfounded.
Example from experience
> me working in a helodesk support position, all windows computer.
> new mgr comes into office, is a douche and complete mac fanboy
> wants all computers that are FINALLY working decent for some time in the entire department replaced with mac's... Back at 2010.
> whole team, even disliking microsoft themselves, are telling mgr that's a bad, dangerously dumb idea, expensive too, different OS, different software mgmt making, back then integration microsoft and apple was beyond diarhea... Several other issues the senior devs and admins pointed out

>mgr: 'but aple is soh much better, like a billion times better, hurrduurrrrr'
His decision passed somehow to the board..
> All stations from our customers get changed...we don't get a single machine to try out problems because overspending
> we are most of the time unable to help out customers because we still have pc's...
> mgr asks team why performance drops after 1 month
> we compared performance graph with his starting date of mgr, see clear drop after mgr's plan implemented...
> board stilll stands by mgr, gets praise for 'bold changes in the company', but appears to be some associate's son
> two main seniors leave after 15 years of employment, in three months, 80% of staff leaves.
> we canr fix the problems, we are not dev's , we get shit from all sides, i was still a junior in the industry so i worked as a slave inside that job.
> eventually get fired due to 'bad performance'
> mgr loses entire team... 'Hey why don't we outsource this dept to south africa, it's a lot cheaper! '

now that company is an it hellhouse where everyone get clinically depressed from sitting atbtheir station...
This is what i wish to oppose!

How to make that clear!

I'm trying to code here and can't do find/replace in SQL Server mgmt studio because fucking "antimalware" malware uses most of my CPU. I'm sure Microsoft is mining crypto

My current job at the release & deploy mgmt team:

Basically this is the "theoretically sound flow":

* devs shit code and build stuff => if all tests in pipeline are green, it's eligible for promotion
* devs fill in desired version number build inside an excel sheet, we take this version number and deploy said version into a higher environment
* we deploy all the thingies and we just do ONE spec run for the entire environment
* we validate, and then go home

In the real world however:

* devs build shit and the tests are failed/unstable ===> disable test in the pipeline
* devs write down a version umber but since they disabled the tests they realize it's not working because they forgot thing XYZ, and want us to deploy another version of said application after code-freeze deadline
* deployments fail because said developers don't know jack shit about flyway database migrations, they always fail, we have to point them out where they'd go wrong, we even gave them the tooling to use to check such schema's, but they never use it
* a deploy fails, we send feedback, they request a NEW version, with the same bug still in it, because working with git is waaaaay too progressive
* We enable all the tests again (we basically regenerate all the pipeline jobs) And it turns out some devs have manually modified the pipelines, causing the build/deploy process to fail. We urged Mgmt to seal off the jenkins for devs since we're dealing with this fucking nonsense the whole time, but noooooo , devs are "smart persons that are supposed to have sense of responsibility"...yeah FUCK THAT
* Even after new versions received after deadline, the application still ain't green... What happens is basically doing it all over again the next day...

This is basically what happens when you:=
* have nos tandards and rules inr egards to conventions
* have very poor solution-ed work flow processes that have "grown organically"
* have management that is way too permissive in allowing breaking stuff and pleasing other "team leader" asscracks...
* have a very bad user/rights mgmt on LDAP side (which unfortunately we cannot do anything about it, because that is in the ownership of some dinosaur fossil that strangely enough is alive and walks around in here... If you ask/propose solutions that person goes into sulking mode. He (correctly) fears his only reason for existence (LDAP) will be gone if someone dares to touch it...

This is a government agency mind you!

More and more thinking daily that i really don't want to go to office and make a ton of money.
So the only motivation right now is..the money, which i find abhorrent.

And also more stuff, but now that i am writing this down makes me really really sad. I don't want to feel sad, so i stop being sad and feel awesome instead.

Devs: There is to much work for the team size, can we say no or wait to the business?
Mgmt: Here are some staff aug contractors.

Later

Devs: They are screwing things up.
Mgmt: Then manage them better, it’s your work they are doing.

management logic.

dev : calling api on every product scroll is a stupid idea. we shouldn't do it. what if user has 100s of products bought?
mgmt : it isn't a practical scenario. in prod, we checked the data and we rarely have customers with more than 20 products
dev : 😮🤷‍♂️

dev : this is a rare issue that only happens for very old devices from this specific manufacturer. even manufacturers have acknowledged this.
mgmt : we don't care. fix it, as per data this error has been logged for more than 12 times (from 1 user only)
dev : 😮😢

Mgmt decided to start making technical documentation, which was nice. Then they said we have to do it in German because apparently everyone in the world speaks German.

Of course the shouting episodes all happened during the era I was doing WordPress dev.

So we were a team of consultants working on this elephant-traffic website. There were a couple of systems for managing content on a more modular level, the "best" being one dubbed MF, a spaghettified monstrosity that the 2 people who joined before me had developed.

We were about to launch that shit into production, so I was watching their AWS account, being the only dev who had operational experience (and not afraid to wipe out that macos piece of shit and dev on a real os).

Anyhow, we enable the thing, and the average number of queries per page load instantly jumps from ~30 (even vanilla WP is horrible) to 1000+. Instances are overloaded and the ASG group goes up from 4 to 22. That just moves the problem elsewhere as now the database server is overwhelmed.

Me: we have to enable database caching for this thing *NOW*

Shitty authors of the monstrosity (SAM): no, our code cannot be responsible for that, it's the platform that can't handle the transition.

Me: we literally flipped a single switch here and look at the jump in all these graphs.

SAM: nono, it's fine, just add more instances

Me: ARE YOU FUCKIN SERIOUS?
Me: - goes and enables database caching without any approvals to do so, explaining to mgmt. that failure to do so would impair business revenue due to huge loading times, so they have to live with some data staleness -

SAM: Noooo, we'll show you it's not our code.
SAM: - pushes a new release of the monstrosity that makes DB queries go above 2k / page load -

...

Tho on the bright side, from that point on I focused exclusively on performance, was building a nice fragment caching framework which made the site fly regardless of what shitty code was powering it, tuned the stack to no end and learned a ton of stuff in the process which allowed me to graduate from the tar pit of WP development.

FUUCCKKKK!! I need to hit smth. Or rant..

So that flaky ec2 issue.. These ec2s act as a shared environment for multiple apps. Our app is one of them. I have no access to those ec2s at all.

What I have access to is my app and some monitoring. Now the app randomly starts lagging while nearly idling. At the same random times monitoring stops completely and doesn't come back up. This happens to random app instances at random times.

Reached out to infra support, managed to get attention from the big boys [mgmt]. Today we got the fix deployed. I test it out -- problem persists.

I find this behaviour somewhat familiar. Managed to get some server stats from infra folks. Apparently cpu% is high as well as load avg [cpu queue]. Bingo! I know how to fix it!

So I write a long comment w/ all the commands and all the 'if that, do this'. Send it to one of the infra technitians

and I get a reply: 'we will apply cpu usage limitations to fix the issue'

wait... Cpu% limitations will do nothing but highlight the underlying problem...

'no, instances have high cpu utilisation which is causing those lags. We will limit cpu resources and it will be fixed'

oh ffs... Cpu utilization and cpu queue are VERY different things.. I tried explaining that to them like 7-9 times. And all I get is:

'yes, cpu utilization is the problem. We will limit it and solve the problem'

I would surely escalate all of this through higher channels if only I could get my hands on those ec2s and have a proof. But that is not happening and I'm forced to sit back and watch them break things even worse until they are out of options and mark my query as 'wont fix'....

Fuck that's frustrating....

*thinking to myself* so I've read about that new vulnerability 2 days ago that allows one to escape from docker container to the host... What if <...>

In my office, it requires security clearance, but the office is sooo fucked up it takes months to get it sorted

So, now in the position of people knocking at doors, annoying you at your desk to take your pass, often for large periods,,, leaving me sweating when im dying for a piss

WTF is going through MGMT heads,

Of course im sitting next to the fucking door, so when u sitting down to do some nice code, fucking knock on the door,

And wouldnt mind but its the same fucking Wagon who smokes, pisses and chats on the phone like its a God damn super power, as i type this im looking over my divider and they're rolling yet another fucking smoke!

I need out of this fucking 7th ring of Dantes inferno hello hole

!coding

I used to be a sysadmin, which meant I was in charge of quarterly server patching. My team managed about 2500 servers, running various flavors of linux and legacy unix. The vast majority(95% or more) ran Linux(SLES). Our maintenance window was always in the overnight-- 10pm to 6am --so the stroke of 10pm would be a massive cascade of patching commands sent to hundreds of servers.

Before I was brought into the process, it made use of the automation product we were tasked by mgmt to use: Bigfix. It's a real piece of shit. Though we had 2500 or so servers, this environment was dominated by windows. All our vcenter servers ran it, and more importantly, our bigfix nodes were all windows machines. That meant that while we're trying to patch, the bigfix servers would get patched by the windows team. This would cause lots of failed and timed out patching, because the windows admins never quite understood that taking down the automation infrastructure would cause problems.

As such, I got tired of depending on a bunch of button-pushing checkbox-clickers who didn't know shit about shit, so I started writing an ssh-wrapped patching system. By the time I left for my current job, patching had been reduced to a single command to initiate each group's patching and reboots, and an easy check to see when servers come back up. So usually, the way it worked out was that I would send patching orders to 750 machines or so, and within about 5 minutes, they would all be done patching, and within another 20 minutes all the ones that required rebooting but about 5 would be done rebooting.

The "all-nighter" which happened every time was waiting for oracle servers to run timed fscks against a dozen or so large filesystems per server, because they were all on ext3/4, which eats complete shit. Then, several hours later, as they finished, I would have to call the DBAs to tell them to validate their shitty servers.

I'm struggling at work. I hate senior mgmt at this company so much it's actually affecting my ability to produce work.

Fuckers high up have been delaying performance reviews for like a year, but they get their fucking bonuses with no delay. I can't afford not to have a job, so I'm trying to work, but it's hard. I try to keep things in perspective that they're still paying me so I should just do my job.. but how do you do it if you hate those cunts at the top so much. I became so toxic because of all the resentment too.

One of our projects migrated their file-repository to another one during a major release.

Instead of giving this task to an experienced programmer, they gave it to the head of the respective dev department due to the usual release panic.

Soo.... He wrote the migration tool. It was executed during the release. Everything seemed fine so far.

A few days later. Someone from the above project came to my team due to some "strange behaviour on the production database".
They reported that they couldn't download some of the user's documents due to unknown reasons.

After quickly analyzing the current state of the new file-repository, we concluded that the affected documents did not exist in the new repository.

Then we took a look at the so called migration tool...
Well.. After nearly 30 min. we knew the root cause for that.
They only migrated the first 4 levels of the folder structure. Due to the assumption that "we don't use deeper nesting". (Facepalm)

As the head of their department wrote it, no one seems to questioned it either. Nor did they made a code review and ended up with a tool with hard coded urls to the production db, no version control, no build tool, no ci, nothing. Breaking nearly every possible company standard.

However.. That's not it. When analyzing their migration tool we noticed another even more dangerous thing.
They mixed up the id generation of the migrated documents resulting in a random assignment between customers and documents. Which is quite bad as this contains sensitive information. E.g. passports

They offered us quite a nice amount of money to fix this until EOB. We declinded as it was simply not possible in that time, but agreed to support them with the new tool.

After some time I heard that they migrated production again. And they fucked it up again. They never talked to us after we offered them support...

The third and final migration was written by us. Not only migrated it correctly. It was also way faster. By factor 20.

In the end we haven't gained anything from this rushed project as the penalties were piling up due to this fucked up migration.
After all this time I'm not sure who is to blame. In my opinion, partly all of them.
Head of department who can't and shouldn't code.
Seniors who didn't review the code and didn't ask for help.
Release mgmt who put way too much pressure on the devs.

Most awkward video meeting?

Can a conference call count? This happened several years ago.

Diving into international markets that could potentially make us millions of $$ (no pressure), while the phone was ringing the CEO's number (in Norway), my manager leans over and whispers
DevMgr: "This project will be managed using *proper* software development methodologies, none of this agile shit you want to use."
<CEO picks up>

I had already been in talks with their dev team to get a feel for their tech stack and we had discussed project milestones, potential release cycles (laying the ground work for using agile methodologies) before getting upper mgmt involved.

The partner dev team was listening and kept throwing out agile buzzwords and I could tell my manager was getting pissed. He would blurt out "Those specifications will need to be fully documented before PaperTrail writes one line of code!". No one said anything, but I could tell the other mgrs/VPs in the room were uncomfortable with the hostility towards discussing features.

so current elon - Twitter situation is like this:

EM - i will buy this company for 44B

Twitter: what!? 44B for this crap? our ESOPs will make us millionaires! sure , go ahead.

EM - Sike!! i was kidding. no deal

Twitter - NO BACKSIES!!! *sues*

EM - ugh, okay. i will buy this company, but i want full ROI in next 5 years + 50% of you are fired

Twitter - Whaaa!!!

----
i guess some disaster was expected from this takeover and twitter mgmt throwed themselves on the axe on their own.

but it's wierd why every CEO change comes with an immediate firing of staff

I need some time off. Just had this convo with a dev-manager about an 'issue' with our system change mgmt calendar (Blazor) app.

K: "In the system drop-down, it's not filtering when I type."
Me: "Let me check <I attempt to reproduce>, yep, not working. Do you get the same error? Looks like duplicate data from the database is causing a problem."
<this is over MS Teams, about 5 minutes go by with no response, then>
K: "No error, its not working."
<I find the bad data, delete it, TADA, the filtering is working again>
Me: "The filtering is working again, at least for me. You sure you didn't see an error?"
<wait 5 minutes again>
K: "No, no error."
Me: "You didn't see a little red banner at the bottom and in all caps..ERROR"
<send him a screen-shot of the error I still had in another tab>
K: "Yes, I saw that one, but no other errors. Filtering is working again. Thanks"

I write web apps that show system health information, for support purposes. Whenever I talk to my boss about the general direction of what I'm writing he says, "I want one page that shows me everything."

This is an enormous company, with tens of millions of customers, and an infrastructure so big that there are literally millions of potential points of failure.

I hear this from management softs all the time: one page that shows me EVERYTHING. To me, that means he wants a red or green indicator that he can quickly check on his iphone while he's skiing.

I'm afraid that managing this kind of infrastructure is a bit more complicated than that. If it was that simple, you wouldn't have anyone to manage.

How do I convince a dev department to take source control, peer code review and unit tests seriously?

I'm a recent software grad with internships that recently started at a smallish company (less than 20 employees but has been around for 10 years, with most senior non-mgmt employee around 6 years). I've been working here for less than a year (approx 5 months) and I love the company - lots of talented and passionate people.

We are a creative industry with a handful of devs and one of the issues I'm seeing is that often devs are working in silos. I'm trying to make suggestions to upper management like encourage more usage of source control, documentation, etc and most of the senior devs are pushing back - saying that they don't feel that it is necessary and due to the fast moving nature of our projects that all this would be a total waste (they were so fast on the idea of not having PR's because it would be "too much of a blocker").

I understand that a large part of this has more to do with shifting the culture in the department and that can be very hard to do, especially since i'm fresh out of school, but I see these devs have so much potential but it seems that they think having these implementations in place would mean more rigid rules and bureaucracy.

I've been speaking to some of my engineering friends and they're pretty much all just telling me that I am shooting myself in the foot if I continue to stay at this company because I'll be behind skill wise, but part of me isn't ready to just give up yet.

looking for some advice

Replies to only me from Group Email

Mgmt: "Can you update the group on what you just told me?"
Me: (Why can't you just copy and paste what I just sent you?).... Sure.

😒 Lazy people suck.

Mgmt approves original high-to-low priority schedule, and then gets anxious why low-priority items aren't getting done. 😒... maybe because you didn't mark them as a medium or high priority!

I fucking hate foglight!
Fucking piece of over bloated shit software that can't do anything right!
This pile of harkonnen vomit is such a source of stress and frustration.
Can you believe that a monitoring tool, that needs to monitor 550 agents (host,dB's, webservices,whatever) needs a whopping 20+GB ram and 4vcpu's just to receive metrics and sent it to the main server, for just being a middleman???

Fucking piece of shit.

And worse of it all, due to some fuckery at mgmt-customer relationship level, they want to I stall MORE of this shit

Fucking shit

Quest software, never engage with them. You'll lose equal amounts of money as for dynatrace but be very bad off

At my company we have half annual discussions between supervisor and employees for development and knowledge stuff.
End of last year I had a very emotional discussion for over half an hour as somebody with a year of experience on why my stuff can be considered under knowledge. He never yielded in the slightest and tried to push me down in every way.

The outcome also reflects on the payment and therefore I tried to argue that we would need a third party, like HR, to help, which was debated down as to me not being able to communicate.

This is just one of the bad things I have/had to deal with.

Sadly I am still at the company mostly for legal reasons...

Still don't know if it was the right thing to debate and not getting in touch with HR :/

Worst

RabbitMQ's claim "RabbitMQ is the most widely deployed open source message broker."

They should amend that line to read "..unless you are trying to install on Windows, then you're screwed .ha ha ha ha"

Two hours fighting permissions, missing (and wrong) paths, having to modify *their* batch files, and still can't access the management UI (and yes, the mgmt plugin is enabled).

I hate this 'shaving the yak' exercise.

Upper mgmt paying an enterprise software vendor 40k US annually. Told vendor No more me QA'ing for them and 'discovering' obvious bugs. Told them to hire QA person and spring for some automated testing software. Yeah I know I am a nice guy but Enough is enough!

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.

There were two of them, not sure which was completed first. One was malware, the second one -- admin tool.

These were the early XP days

1. A batch [windows] script to ease system users' mgmt. Nothing fancy, just multiple calls to usercontrol. My dad needed it for work, and there, it was born. To extend further I made it into an exe file w/ some icon. I felt very proud of it :)

2. I have already told a story of this one at dR. Anyway, it was also a batch script. Except that it was more advanced. Basicaly it was a trojan. Once executed it discovered all that computer's ip addresses and uploaded them to an ftp. Then - pulled a headless radmin installation and initiated a silent install of radmin server. Added radmin server's executable to autolaunch list so that it would come up after reboots. Once done - uploaded SUCCESS status to my ftp. And then all I had left to do - pick an ip from my ftp and enter it into radmin client's CONNECT window. I had a full controll of over a dozen of pcs

is being a tech/dev person, a dead end job?

i have been thinking about this for sometime. as a dev, we can progress into senior dev, then tech lead, then staff engineer probably. but that is that. for a tech person :

1. their salary levels are defined. for eg, a junior may earn $10k pm , and the highest tech guy (say staff engineer) will earn $100k pm, but everyone's salary will be spread over this range only, in different slots.

2. some companies give stocks and bonuses , but most of the time that too is fixed to say 30% of the annual salary at max.

3. its a low risk job as a min of x number of tech folks are always required for their tech product to work properly. plus these folks are majorly with similar skills, so 2 react guys can be reduced to 1 but not because of incompetency .

4. even if people are incompetent, our domain is friendly and more like a community learning stuff. we share our knowledge in public domain and try to make things easy to learn for other folks inside and outside the office. this is probably a bad thing too

compare this to businesses , management and sales they have different:
1. thier career progression : saleman > sales team manager> branch manager > multiple branch manager(director) > multiple zones/state manager (president) > multiple countries/ company manager (cxo)

2. their salaries are comission based. they get a commission in the number of sales they get, later theybget comission in the sales of their team> their branch > their zone and finally in company's total revenue. this leads to very meagre number in salaries, but a very major and mostly consistent and handsome number in commission. that is why their salaries ranges from $2k pm to $2-$3millions per month.

3. in sales/management , their is a always a room for optimisation . if a guy is selling less products, than another guy, he could be fired and leads could be given to other/new person. managers can optimise the cost/expenses chain and help company generate wider profits. overall everyone is running for (a) to get an incentive and (b) to dodge their boss's axe.

4. this makes it a cut-throat and a network-first domain. people are arrogant and selfish, and have their own special tricks and tactics to ensure their value.

as a manager , you don't go around sharing the stories on how you got apple to partner with foxconn for every iphone manufacturing, you just enjoy the big fat bonus check and awe of inspiration that your junior interns make.

this sound a little bad , but on the contrary , this involves being a people person and a social animal. i remember one example from the office web series, where different sales people would have different strategies for getting a business: Michael would go wild, Stanley would connect with people of his race, and Phyllis would dress up like a client's wife.
in real life too, i have seen people using various social cues to get business. the guy from whom we bought our car, he was so friendly with my dad, i once thought that they are some long lost brothers.

this makes me wonder : are sales/mgmt people being better at being entrepreneur and human beings than we devs?

in terms of ethics, i don't think that people who are defining their life around comissions and cut throat races to be friendly or supportive beings. but at the same time, they would be connecting with people and their real problems, so they might become more helpful than their friends/relatives and other "good people" ?

Additionally, the skills of sales/mgmt translate directly to entrepreneurship, so every good salesman/manager is a billionaire in making. whereas we devs are just being peas in a pod , debating on next big npm package and trying to manage taxes on our already meagre , "consistent" income :/

mann i want some people skills like these guys

I’ve been working in a toxic environment for the past 1.5 years and realized that I’m actually going to have a tough time finding a job outside because my coding skills has gone to rust (been delegated to mostly support role in a startup, almost IT support or project mgmt).

I recently did an interview for a C++ gig and was rejected due to not being sufficient enough.

I’m actually really feeling defeated. It almost feels like I’ve falling into a trap I can’t get out of. I could use some advice

PSA: surpise-sending play-by-play instructions via chat on how to answer questions in a phone interview happening IN REAL TIME is not helpful and makes me look like a blubbering idiot

thanks but no thanks

After inputting all of the defect info into the bug tracking tool, QA writes a quick summary of their findings and goes home.

Love explaining to mgmt why developers could not fix bugs because they had no access to the bug tracking software.

1 day.... X number of bugs... 0 progress

I just got hired at a small MSP and I’m just utterly fucking frustrated by the shitty tools and complete lack of client documentation. I want to implement tons of FOSS tools for these newbhats but they seem to like spending money on tools that only work half-assedly at best... looking at you LogMeIn!

I’ve setup Apache Guacamole a few times before and want to get each client a guac-srv setup for client’s server mgmt. or PowerShell Web Access for clients.

I want to build AWS infrastructure for clients cause we can use cloudformation or terraform to build infrastructure. But these skunk-taint licking dipsticks would rather support physical 2003 servers. If I didn’t need this job to pay my bills right now I’d be fucking gone.

But... they are very nice people.

Just technologically speaking, they eat lead paint chips for breakfast and like to piss on electric fences for the funsies.

Toggl for timekeeping.
Trello for project mgmt.
Report for team performance.
Plan for the month.
oh and by the way, do you have bandwidth for a new project? :/

so which job pays for improving an existing thing and not being a tool for your boss's whims? I guess the answer is a house-helper cause devs for sure aren't paid for clearing a shitty codebase.

i recently made a commit because i was do angry at the issue . this was the message "fixing a stupid bug from previous owner". it got squashed but i still felt better lol.
there are a few classes in our codebase that are so infuriating that i want to run a bulldozer on them and build from the ground up. multiple bugs ate caused from them, but we simply ignore because we know that our monkey iq QA won't be able to replicate them and we won't be answerable.
I hate to be in this position. the mgmt won't be giving me time to fix this shit but rather want us to add 2k more features to this Frankensteins monster.

adding to this, I can't get my satisfaction creating some hobby project and solving issues in that coz A) it won't be as massive as my company proj and B I won't be interested in building a dimmy project for a longer time, which does not attract any actual users :/