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Ask Slashdot: What Practices Impede Developers' Productivity?
nossim writes "When it comes to developers' productivity, numerous controversial studies stress the differences between individuals. As a freelance web developer, I've worked for a lot of companies, and I noticed how some companies foster good practices which improve individual productivity and some others are a nightmare in that regard. In your experience, what are the worst practices or problems that impede developers' productivity at an individual or organizational level?"
When I get in the zone I want to write code. I had a job that made you RDP to a development network to use Visual Studio on a machine that didn't have access to the internet (only to source control and the database server) and there was no copy/paste or file transfer to your environment -- you had to get the IT group to move files for you. You couldn't last 'in the zone' for very long before needing someone else's help to do *something*
Hitting brick walls like that, and not being able to take care of your own needs seriously crushes developer productivity (and to a certain extent, morale).
Procrastination is the Number One Productivity Impeder (Not sure if right word, but spellcheck isn't getting me)
Nothing kills progress than having to create documentation that will never be read or updated.
Don't get me wrong - certain types of documentation are important (overall systems design, data models, for example). But unless you're going to continue to use the documentation after the project has been completed, don't bother creating it.
What most people seem to forget is that if you don't plan on maintaining all the documentation you create, you're wasting your time. Once a document is out of date, it no longer serves it's purpose. I'll expand on an adage: Outdated and incorrect documentation is worse than no documentation at all.
Right now I'd say that Scrum is the biggest source of unnecessary meetings in this industry. I think the principles of agile development are great, but Scrum is a bad way to do it.
Weekly planning meetings, demos, retrospectives, and worst of all: daily standups at a rigid morning time. Not good for night owl engineers who want to sleep in or for early birds who get to work too soon before the meeting because it introduces a big context switch.
Instead of all these meetings, why aren't there more companies that just solve their accountability problems with tooling? My solution: Git + Bugzilla eliminates the need for all these meetings except the occasional demo.
Here's how:
Want to put a feature on the release calendar? File a bug. Want to prioritize features/bugs for an upcoming release? Fiddle with the bug priorities. Need input from an engineer about whether or not the priorities make sense based on dependencies? Meet with one or two senior engineers privately just on that topic. There goes all those massive planning meetings.
Want to know what someone is working on? Make all developers work in their own git branches. Ask developers to name their branches after the bug number they're working on. Ask the developer to commit their code daily, whether it's finished or not. That way anyone can check on their progress. When the developer finishes his task, merge the branch into master and close the bug. There goes all those redundant daily standups.
You're right, I wouldn't steal a car. But if it were possible, I sure as hell would download one!
One company I worked for recently had a singularly interesting practice. They had no receptionist or phone answering service, so a call from an outside line or press on the door buzzer made every single fucking phone -- 25 of them -- in the open non-partitioned office ring until someone answered it. They would then have to ascertain who was calling, call the person they were trying to get through to (phone directory in word document on "intranet"), work out where that person was (notice system on "intranet"), take a message or let the person in. This included software developers, of course, who were sharing the open office with systems analysts, IT support staff, production support, and the kitchen area. Requests to work in other (quieter) parts of the building or at home were denied as it was deemed to be bad for team work or unmonitorable.
The thing I've found most technical people don't understand is money. If you are paid to code, then meetings are a waste of time. If you are paid to solve problems or deliver solutions, meetings are very much required. Most meetings don't accomplish the goal of the meeting. I've found that the longer out the meeting is scheduled, the less valuable the content (If I can schedule the meeting 3 weeks out, there will be nothing useful to cover in it when it comes).
But the money part is, charge the meetings to another department. When finance calls for a meeting to check on progress, bill back the time spend preparing for and attending the meeting to finance. When they see $10,000 hit their budget for a one hour meeting, they'll never call another meeting. If they are all internal IT meetings, then the "fix" is to replace the CIO/director/manager, so you live with it.
Learn to love Alaska
I had a similar thing going on with a clueless manager. He wanted an explanation why projects weren't getting completed on time. I suggested I could do one better and show him why. He agreed. I downloaded I think it was a sample SAT math test. Where ever I got it, it was one of those four or five hour timed math tests.
I gave it to my manager and told him it had to be completed that day. And that just a passing score wasn't acceptable. It had to be returned at 100 percent. No exceptions. But the good news, it was open book. When completed, at his discretion, he could go back over any or every answer and double, triple check, use Google or whatever he wanted. But that no matter what, 100% was needed.
I handed it to him and said your time starts now.
Then I continued taking and mentioned the two meetings we had scheduled. I also told him I'd be needing his help later that day solving an issue we had with a project that was also due that day, etc.
I said I'd be back at the end of the day to see how well he did accomplishing his basic minimum job requirements. I wished him good luck
My goal was to convey that programming is like taking a math test. A math test requiring 100% accuracy. A task requiring full, uninterrupted concentration. That checking every answer when finished was equivalent to testing the code. Even if it was similar to taking the 4 hour test several times. But along with that, meetings, telephone interruptions, being pulled off on unrelated tasks were all part of the job.
Did I mention he was a little clueless? By the end of the day he hadn't even started the math test. And yet he never seemed to 'get it'.
-[d]-