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IMO, that's the biggest sign that your job's not going to last very long. I remember partial involvement in a major feature that I thought was kind of lame; bu
by gwbas1c 6y ago
IMO, that's the biggest sign that your job's not going to last very long.
I remember partial involvement in a major feature that I thought was kind of lame; but it pulled in quite a few engineers and was a major deliverable. I thought to myself, "huh, I guess customers will actually pay for this?"
Then later I found out that no one actually bought the feature.
- mnm1 6y agoThis happens so much, I wonder what the effect would be if management actually got honest feedback and listened to it. I think often the engineers implementing things know if they will work or not but their opinions are ignored, if they are even brave enough to point out the things that won't work. It's the curse of the employee relationship. Employees don't want to stir things up, so they do what management wants, despite their experience telling them it'll fail. This is why I don't view success as connected to whether a project is financially successful or not. Success is pushing to production. That's all.
- gwbas1c 6y agoIt wasn't a situation like that, yet. In this case, we (engineers) had a lot of trust with management because usually features were developed with lots of customer involvement. (And when features weren't, they were usually MVP-style to test-market something.) So, in this case, I pointed out some limitations and immediately got back an answer that implied that the customer was aware of the limitations and was more concerned about something else. That's why I was shocked to find out no one bought it! Anyway, to further add insult to injury, the new feature added lots of complexity to the product; complexity that added development cost to further development.