Thanks but I only joined when the companies several dozen codebases were already at step 4, and that example wasn’t even in the top 5 of their worst problems. I completed a small greenfield project to high praise. They wanted me to fix other codebases. I handed them a laundry list of problems (with suggested solutions), told them their problems are due to incompetent management, and left.
Actually this is a pretty common thing in software development. It’s become a bit of a trope. So much so that when management proposed things like KPIs tied to code (which they often do!) the devs are like, “can we get bonuses based on these KPIs? 🤑”
“If they’re such a good measure clearly we should be compensated when we do fantastic job! How about $5k extra for exceeding KPIs!”
“Oh, you don’t have enough trust in the system for that? Then why would you trust it for improving quality? I mean, you’re the one that made them…”
It sounds like this is an example you chose from first hand experience. If so, I’m very sorry. That sounds incredibly frustrating.
Thanks but I only joined when the companies several dozen codebases were already at step 4, and that example wasn’t even in the top 5 of their worst problems. I completed a small greenfield project to high praise. They wanted me to fix other codebases. I handed them a laundry list of problems (with suggested solutions), told them their problems are due to incompetent management, and left.
Not my monkeys. Not my circus.
Actually this is a pretty common thing in software development. It’s become a bit of a trope. So much so that when management proposed things like KPIs tied to code (which they often do!) the devs are like, “can we get bonuses based on these KPIs? 🤑”
“If they’re such a good measure clearly we should be compensated when we do fantastic job! How about $5k extra for exceeding KPIs!”
“Oh, you don’t have enough trust in the system for that? Then why would you trust it for improving quality? I mean, you’re the one that made them…”