who is actually stopping them from dealing with it?
Management. Someone in management sets idiotic deadlines, then someone tells you “do X”, you estimate and come up with “it will take T amount of time” and production simply tells you “that’s too long, do it faster”
they don’t care about the details or maintenance
They don’t, they care about time. If there are 6 weeks to implement a feature that requires reworking half the product, they don’t care to know half the product needs to be reworked. They only care to hear you say that you’ll get it done in 6 weeks. And if you say that’s impossible, they tell you to do it anyway
you have to include the cost of managing technical debt
I do, and when I get asked why my time estimations are so long compared to those of other colleagues I say I include known costs that are required to develop the feature, as well as a buffer for known unknowns and unknown unknowns which, historically, has been necessary 100% of the time and never included causing us development difficulties and us running over cost and over time causing delays and quality issues that caused internal unhappiness, sometimes mandatory overtime, and usually a crappy product that the customers are unhappy with. That’s me doing a good job right? Except I got told to ignore all of that and only include the minimum time to get all of the dozens of tiny pieces working. We went over time, over cost, and each tiny piece “works” when taken in isolation but doesn’t really mix with everything else because there was no integration time and so each feature kinda just exists there on its own.
Then we do retrospectives in which we highlight all the process mistakes that we ran into only to do them all again next time. And I get blamed come performance review time because I was stressed and I wasn’t at the top of my game in the last year due to being chronically overburdened, overworked, and underpaid.
Yeah management is totally backwards there; it’s like the building manager on a construction project going “all electrical needs to be done in X weeks”, but realistically they have no direct control over that deadline being met by declaring an arbitrary deadline. The unfortunate difference is that if you do a shitty job wiring a building, you’ll fail inspection and have to spend more time and money fixing it. Software can often hobble along; there aren’t strict enforcements for quality that the business can legally ignore, so you’ll always have sad defeated devs go “okay boss, we’ll skip the things we need to get this done faster for you (I hate this job and don’t care about the product’s long term success)”. Having a steady supply of those people will slowly kill a software company.
In the past, I’ve dealt with estimate pushback not by explaining what necessary work can be removed like tests, documentation, or refactoring, but by talking through ways to divide the project more effectively to get more people involved (up to a point, a la mythical man month). That seems to go more proactively. Then we look at nixing optional requirements. But, I’ve also usually dealt with mostly competent engineering management.
Yeah that’s what we did last time. I implemented a basic framework on top of a very widespread system in our codebase, which would allow a number of requested minor features to be implemented similarly, with the minimal amount of required boilerplate, and leaving the bulk of the work to implementing the actual meat of the requests.
These requests were completely independent and so could be parallelized easily. The “framework” I implemented was also incredibly thin (basically just a helper function and an human instruction in the shape of “do this for this usecase”) over a system that is preexisting knowledge. My expectation was to have to bring someone up to speed on certain things and then let them loose on this collection of tasks, maybe having to answer some question a couple times a day.
Instead, since the assigned colleague is basically just a copilot frontend, I had to spend 80% or more of my days explaining exactly what needed to be done (I would always start with the whys od things since the whats are derived from them, but this particular colleague seems uninterested in that).
So I was basically spending my time programming a set of features by proxy, while I was ostensibly working on a different set of features.
So yeah, splitting work only works if you also have people capable of doing it in the first place. Of course I couldn’t not help this colleague either, that’s a bad mark on performance review you know. Even when the colleagues have no intention of learning or being productive in any way (I live in a country with strong employee regulations so almost nobody can be fired for anything concerning actual work performance, and this particular colleague doesn’t hide that they don’t care about actually doing a good job, except to managers so they still get pay raises for “improving”).
Management. Someone in management sets idiotic deadlines, then someone tells you “do X”, you estimate and come up with “it will take T amount of time” and production simply tells you “that’s too long, do it faster”
They don’t, they care about time. If there are 6 weeks to implement a feature that requires reworking half the product, they don’t care to know half the product needs to be reworked. They only care to hear you say that you’ll get it done in 6 weeks. And if you say that’s impossible, they tell you to do it anyway
I do, and when I get asked why my time estimations are so long compared to those of other colleagues I say I include known costs that are required to develop the feature, as well as a buffer for known unknowns and unknown unknowns which, historically, has been necessary 100% of the time and never included causing us development difficulties and us running over cost and over time causing delays and quality issues that caused internal unhappiness, sometimes mandatory overtime, and usually a crappy product that the customers are unhappy with. That’s me doing a good job right? Except I got told to ignore all of that and only include the minimum time to get all of the dozens of tiny pieces working. We went over time, over cost, and each tiny piece “works” when taken in isolation but doesn’t really mix with everything else because there was no integration time and so each feature kinda just exists there on its own.
Then we do retrospectives in which we highlight all the process mistakes that we ran into only to do them all again next time. And I get blamed come performance review time because I was stressed and I wasn’t at the top of my game in the last year due to being chronically overburdened, overworked, and underpaid.
Yeah management is totally backwards there; it’s like the building manager on a construction project going “all electrical needs to be done in X weeks”, but realistically they have no direct control over that deadline being met by declaring an arbitrary deadline. The unfortunate difference is that if you do a shitty job wiring a building, you’ll fail inspection and have to spend more time and money fixing it. Software can often hobble along; there aren’t strict enforcements for quality that the business can legally ignore, so you’ll always have sad defeated devs go “okay boss, we’ll skip the things we need to get this done faster for you (I hate this job and don’t care about the product’s long term success)”. Having a steady supply of those people will slowly kill a software company.
In the past, I’ve dealt with estimate pushback not by explaining what necessary work can be removed like tests, documentation, or refactoring, but by talking through ways to divide the project more effectively to get more people involved (up to a point, a la mythical man month). That seems to go more proactively. Then we look at nixing optional requirements. But, I’ve also usually dealt with mostly competent engineering management.
Yeah that’s what we did last time. I implemented a basic framework on top of a very widespread system in our codebase, which would allow a number of requested minor features to be implemented similarly, with the minimal amount of required boilerplate, and leaving the bulk of the work to implementing the actual meat of the requests.
These requests were completely independent and so could be parallelized easily. The “framework” I implemented was also incredibly thin (basically just a helper function and an human instruction in the shape of “do this for this usecase”) over a system that is preexisting knowledge. My expectation was to have to bring someone up to speed on certain things and then let them loose on this collection of tasks, maybe having to answer some question a couple times a day.
Instead, since the assigned colleague is basically just a copilot frontend, I had to spend 80% or more of my days explaining exactly what needed to be done (I would always start with the whys od things since the whats are derived from them, but this particular colleague seems uninterested in that).
So I was basically spending my time programming a set of features by proxy, while I was ostensibly working on a different set of features.
So yeah, splitting work only works if you also have people capable of doing it in the first place. Of course I couldn’t not help this colleague either, that’s a bad mark on performance review you know. Even when the colleagues have no intention of learning or being productive in any way (I live in a country with strong employee regulations so almost nobody can be fired for anything concerning actual work performance, and this particular colleague doesn’t hide that they don’t care about actually doing a good job, except to managers so they still get pay raises for “improving”).
Yeah, you can tell I’m unhappy