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After a 6-year enlistment with the United States Air Force, followed by a 4-year degree in Computer Science (paid for by “Uncle Sam”), Tony S. joined with a small company that specialized in criminal background checks. “No more unpaid overtime!” he’d thought to himself upon joining the civilian world for the first time since high school. “No more screaming officers! No more sleepless nights from trying to meet deadlines!”
A new codebase at a new job is a lot like a new relationship: everything’s great until you really get to know each other. Just ask Bradley, who joined Javatechsoft Industries a few months ago. He was brought on to lend a hand with an overdue project. The pay was good, the job came with life insurance, and he had plenty of experience with Enterprise Java. It seemed like the perfect fit.
Greg never thought he’d meet a real-life mentat.
“We’re so happy to have you aboard,” said Jordan, the CEO of IniTech. She showed Greg to the back end of the office, to a closed door marked with just one word: Frank. Jordan, not bothering to knock, opening the door.
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Mr. Reynholm took great pride in his technical knowledge. Of course, as is often the case with CEOs and self-appointed CTOs of technology startups, that didn't necessarily mean he possessed any in the first place. But what Mr. Reynholm lacked in skills, he made up for in charisma. His designer suit, Brilliantine-laden hair, and the ability to turn a reading of El Reg with a thesaurus into a business pitch kept the company afloat despite the lack of any real product to speak of.
Data Security. We all need to deal with it. There are many tried and true ways of doing things. Many of the problems you'll encounter have been solved. Some of them will require creative thinking. All require a basic understanding of the difference between big thing and little thing. Not everyone possesses the ability to differentiate between the two.
R.J. works for a health insurance company. These folks have access to some of our most private information, and take HIPAA regulations to secure and protect it quite seriously. Any breach of security requires notifying customers of potential exposure, as well as reporting to government imps bureaucrats better not dealt with. Naturally, the bean counters from the board on down all repeat the mantra of protecting the customer data at all costs.
As tends to happen with people who do good work, Robert got pulled away from his XMPP system to save another project from sinking. It would continue to work well enough on its own without much hand-holding. When new nodes needed to be added to the system, that duty fell to Robert's coworker Jens. He kept complaining that it was too much work to pair the new nodes with the XMPP server, but Robert brushed it off because for someone like Jens, tying his shoes was too much work.
Jens had been mysteriously quiet about the XMPP setup duties for a while, before he randomly shouted "I just showed you up, Bobby!" one day. Robert assumed he accomplished something meaningless like topping the office high score in Tetris. "Since your XMPP system is so hard to maintain, I took the opportunity to make some improvements! No more painful setup!"
As someone who has spent more than three decades working for all manner of huge financial-conglomerate IT departments, I've seen pretty much every kind of WTF imaginable. At every level. At every scale. For years, I chose to view it as getting paid for being entertained. But over time, it dawned on me that perhaps the reason these companies are so inept at IT is that they're so focused on the job of getting business done that they can't take the time needed to learn to think through a software development project in the way you need to in order to, well, develop software.
This time around, I joined a fairly small financial firm that has a reputation for being fairly laid back. Most of the reviews by current and former employees stated that the management allowed them the time to (reasonably) properly plan out and run a software development project. I spoke with several managers, all of whom assured me that the project was reasonably budgeted for the appropriate folks (developers, QA testers, business analysts, project managers, architects, etc.). Requirements were being mandated by an industry edict. My role was simply to be one of more than 100 Java developers on the project.
IT jobs are few and far between in the rural United States. Calvin considered it pure luck that he got a new job as a developer in his home town, a small Southern town of only 5,000 people. After a few short interviews, he gladly accepted the job, eager to give up his long commute to another city and stay close to home.
Jul 15