I just write mediocre shit cause I know my company doesn’t give af about me. Code works, ship it. It’s not my personal passion project. They own the code and IP, I’m not taking it with me . It’s a job, for a company that would gladly replace me in a heart beat. Not to mention, I don’t get paid more money if my code is the most beautiful code ever, or barely works.
Management often views software engineers more like machines that spit out code rather than actual engineers who design software. I can’t tell you how many projects I’ve been on where someone up the ladder is unhappy with the time estimate given to complete a feature so they either bring on a contractor or pull a team from another project
Invariably, the additional “help” makes a giant cluster fuck and the people who are actually familiar with the code are now stuck having to scrutinize every PR and fix a ton of defects rather than contributing to feature development. Then the feature takes twice as long to develop as originally estimated. Management scratches their head, shrugs it off, and repeats the same mistake the next time.
Classic “management who hasn’t read The Mythical Man Month” situation
I think the main reason is that big companies are full of engineers working outside their area of expertise.
So they’re bad engineers for the given task.
Also there is this far too common thing that experts in one field suddenly think they are experts in everything. I saw some of the most absurd takes from engineers, how this person can be so smart and so dumb at the same time? I think they get hyper confident in their own “gut feeling” which in their field is supported by years of experience and all the knowledge in the world but in other fields it is just their anecdotal experience and bias.
I’m not sure why the author chose this sentence and why you are picking it out. The author provided no evidence of it. Instead, when you read on it seems to be an ownership problem. People rotating in and out for a year on a ten year project. You can be the most competent and skilled worker, if you don’t get the opportunity to become invested in the success of a project, of course you won’t see the project become successful.
The author provided no evidence of it
They’re contextualizing and sourcing it plenty. It’s their impression from their experience, from their years of being in that field. In the later adding of comments at the end they go into different takes as well, reiterating that it’s what they saw or see in [their] big corp[s] [and those he talks to].
You’re saying people are rotating too often - which was one of their points. Not sure if you meant support that point or point it out [assuming they didn’t].
