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>I was on a team once where my diagnostic skills put me near the top of the stack for being given hard-to-find bugs. What that meant was that sometimes I would
by rplst8 10y ago
>I was on a team once where my diagnostic skills put me near the top of the stack for being given hard-to-find bugs. What that meant was that sometimes I would ship one commit a week while tracking down several difficult issues.
This.
A good management team will recognize these skills in people and assign them appropriate work.
All people are not the same, that's why we have developers and doctors and fireman. All developers are not the same, that's why we have backend, frontend, Java, C++, etc. All backend developers are not the same, and so on, and so on. People are not pluggable assets.
- webmaven 10y ago> People are not pluggable assets. Well, there is a countervailing force in that companies don't want every developer to be a SPOF, giving the company a "bus number" of one no matter who gets run over (the typical definition asks if any single developer is a SPOF, rather than every single developer being an irreplaceable special snowflake). That said, if you work for a company that leans too far the other way and values process over productivity, hammering every square peg until it can be wedged into any of the round holes (instead of enlarging the round holes to make them square), you may want to consider looking for a new employer.
- karmajunkie 10y agoAbsolutely agree. That scenario (every dev is a SPOF) actually makes the company's bus factor 1/N, where N=number of devs. Of course, realistically few devs are so critical to a project that they couldn't be replaced by another strong developer with a month or two to learn the code base, or at least a part of it. Obvious exceptions for deep domain expertise and the like, of course. But I've worked on way too many rescue projects to believe anyone is truly irreplaceable in the normal course of events.
- deleted 10y ago[deleted]