• 6 Posts
  • 9 Comments
Joined 2 years ago
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Cake day: June 9th, 2023

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  • Very common.

    Don’t feel pressured to approve anything you don’t want to, but still be chill. It’s just work after all. (This duality takes years to figure out, but if you can, you’ll be very valuable)

    Get the PM involved. Bring it up in retro and stand up.

    Examples.

    “I don’t feel this is PR is up to our company standards. Here’s a link to the document. Specifically tests are breaking, coverage is reduced, and your using global variables. If you need help with quality we can code pair next sprint or if I finish my tasks early. Let me know”

    “Just a reminder that we have 3 PRs with needs work sitting in the queue. If you’re not able to finish them before the end of the sprint, let the scrum master/PM know in case it’s a high priority”

    “We’ve all signed off on a standards guideline, and lots of PRs are falling short. Either we need more training time each sprint to reach it, or were going to have to officially reduce our standards. Let me know which one the CTO prefers”







  • I’m a principal engineer now, and I write the best code of my life today, and I also spend the least amount of time doing it.

    I’m in network automation, so I spend a lot of time working with operators and specing change requests. I template what they do today to prevent errors, I then simplify those templates, expand them to be done in better ways, and write tools to automate the busy work.

    Once the operators are happy running the tools instead of operating, they get hosted as a service, that schedulers and other tasks can call to remove the operator entirely where possible.

    With our reduced operation time, we then scale up until we hit the operational limit again, and repeat.