Business Big Tech Layoffs Megathread - Techbros... we got too cocky...

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Since my previous thread kinda-sorta turned into a soft megathread, and the tech layoffs will continue until morale improves, I think it's better to group them all together.

For those who want a QRD:


Just this week we've had these going on:

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But it's not just Big Tech, the vidya industry is also cleaning house bigly:

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All in all, rough seas ahead for the techbros.
 
Cloud is also valuable for disaster recovery/georeplicating servers. It saves the cost of a second off-site datacenter. It comes with the drawback of having your critical infrastructure be at the mercy of large corporations.
I do love never having to worry about email up time in an all o365 environemnt. Email down? Lol not my problem.
 
If you have great requirements and turns out half of them were wrong or missing as you go and test the product in the real world, fixing them means you did an agile.
Absolutely dumb and retarded, 'agile' is daily scrum + quarterly planning meeting where you try to hash out every ticket for the next three months. Its incredibly cringe and bad. Consider working an actual job before acting like you know what 'agile' is.

'oy vey but goy, thats not what the agile manifesto says!' yea well thats what 'agile' companies are actually doing
 
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If you have great requirements and turns out half of them were wrong or missing as you go and test the product in the real world, fixing them means you did an agile.
Agile has nothing to do with planning, which should be done before the agile portion of the project starts.

Agile is a process of how the work gets done and tracked. In waterfall, the project is delivered in full at the end. If the customer hates it, there was a lot of wasted work.

With agile, the product is being delivered in small, consistent intervals of time. Feedback is collected based on the current work and changes can be asked for early instead of wasting a bunch of effort to ditch it at the end.

The problem with agile in practice is that employees are cowards and constantly shift the sprints around to meet management/executive goals. They don't push back on disrupting the due dates and it becomes a constant game of catch up or chaos.

Agile is fine, it works wonderfully. When people actually practice it, which is rarely.
 
Absolutely dumb and retarded, 'agile' is daily scrum + quarterly planning meeting where you try to hash out every ticket for the next three months. Its incredibly cringe and bad. Consider working an actual job before acting like you know what 'agile' is.

'oy vey but goy, thats not what the agile manifesto says!' yea well thats what 'agile' companies are actually doing
Consider working at luxury dev offices that aren’t completely filled with self sabotaging management. Or do whatever, it builds character to work at a perpetual catastrophe.
Agile has nothing to do with planning, which should be done before the agile portion of the project starts..
You should definitely keep planning more during iterations. Because you will find your original plans and assumptions need adjusting or replacing.

Agile iteration doesn’t replace planning. If anything you will have more plans to do because each iteration feeds experiences and data into further planning needs.
 
You should definitely keep planning more during iterations. Because you will find your original plans and assumptions need adjusting or replacing.

Let me reword: I consider planning to be working out the requirements for the project. That should be done and clearly defined before the project starts. Sprint planning is about organizing which work will be delivered in that iteration. If you are changing major requirements mid-project or having to re-evaluate major assumptions there is a problem beyond agile going on.
 
Let me reword: I consider planning to be working out the requirements for the project. That should be done and clearly defined before the project starts. Sprint planning is about organizing which work will be delivered in that iteration. If you are changing major requirements mid-project or having to re-evaluate major assumptions there is a problem beyond agile going on.
Yep - I still regularly get asked to build tools or process implementations for processes that haven't been documented or don't exist yet, as "Agile". They usually try to hand-wave it off as "just build industry standard" (Which doesn't exist for 90% of things) and then when they get delivered an OOTB tool/process with a few adjustments to fit the business norms, they bitch and moan that it doesn't dance and automatically do the things they do but never wrote down, and then next sprint gets shafted to rebuild this entire sprint.

Its all so tiresome, you're going to be spending the Analyst and process documentation time either way, you're just wasting twice as much money by expecting the developers to blindly cowboy it. I'm not an HR drone, I don't know what the fuck they do over there, why are you asking me to just guess at architecting their entire process.
 
Its all so tiresome, you're going to be spending the Analyst and process documentation time either way, you're just wasting twice as much money by expecting the developers to blindly cowboy it. I'm not an HR drone, I don't know what the fuck they do over there, why are you asking me to just guess at architecting their entire process.

What's more, even when you do get to meet with the business units, you never get any of the people who will actually be using the app you're building. It's always some manager or above who has no idea about the day-to-day.

That's what frustrates me the most about this industry, by and large we can code whatever the hell you want from us. But you have to be able to tell me what it is. And for some reason, the basic user in the room who could easily just tell me the problems they need solved doesn't ever get the chance to do that. It's all filtered through layers of non-technical people until nothing makes sense.

The companies who avoid this are good companies to work for.
 
Let me reword: I consider planning to be working out the requirements for the project. That should be done and clearly defined before the project starts. Sprint planning is about organizing which work will be delivered in that iteration. If you are changing major requirements mid-project or having to re-evaluate major assumptions there is a problem beyond agile going on.
You should indeed work out excellent requirements pressing all stakeholders and customer focus groups for what they think they want before kicking the project off. That's great.

Then when you're done and people get their hands on it, only now it turns out people hate the thing. That's not so great, but now you can learn a lot on how to make it so people actually like it and find it useful. Which means you're changing major requirements and re-evaluating major assumptions to solve the problem you have: the product according to original requirements isn't any good.

But you might just be able to make it good. Integrating planning and requirement-cooking into the iteration cycle helps a lot.
 
Agile has nothing to do with planning, which should be done before the agile portion of the project starts.

Agile is a process of how the work gets done and tracked. In waterfall, the project is delivered in full at the end. If the customer hates it, there was a lot of wasted work.

With agile, the product is being delivered in small, consistent intervals of time. Feedback is collected based on the current work and changes can be asked for early instead of wasting a bunch of effort to ditch it at the end.

The problem with agile in practice is that employees are cowards and constantly shift the sprints around to meet management/executive goals. They don't push back on disrupting the due dates and it becomes a constant game of catch up or chaos.

Agile is fine, it works wonderfully. When people actually practice it, which is rarely.
Doesn't that make early access Vidya an agile strategy?
 
Doesn't that make early access Vidya an agile strategy?
Sort of. A "Good" early access has a roadmap and development plan actually figured out. They know they're going to add X, Y and Z later, and are willing to incorporate feedback as they go. Core elements may see reworks, UI is a common one here, to improve the quality but the fundamental guts will be the same. You could consider a 'good' early access to agile comparison to be the kind of game that goes in for a fixed period, actually delivers everything it set out for more or less as described, but doesn't seriously change much of the overall plan, just the details. Sons of the Forest might be a good example of this - They released saying it'd be about a year of Early Access, over which new caves, some content and polish would be added to the game to complete the story in 1.0. Then over the year of early access, they did exactly that, with little deviation, good or bad. Opinions on the game itself may vary, but they delivered exactly what was promised in a very reliable iterative update fashion, to the point that the game start screen had a reliable countdown to the next update releasing.

An Early Access game using the shitty agile strategies would be more like one of the hundred indie EA games that comes out with a vague plan to "add more" to the game, changes roadmap goals every six months after delivering half finished features that don't integrate right into the rest of the gameplay whole. You get one update that adds raiding, but raiders are broken and either braindead stupid or overpowered, and really suck to play with. The developer hotfixes in a toggle option to turn them on or off in new saves, then spends the next six months implemented a detailed gardening simulation, while raiders are still fucked. The developer explains he did this because a lot of people who got fed up with raiders turned to base building and wanted to be able to make bases with lots of plants to pass the time until raiders were fixed, so the dev focused on that easy situation and not the actual problem. This game is eventually 'released' when the developer grows bored of it but sucks, or languishes in EA hell, still missing core features to this day. 7 Days to Die is a great example of developers waffling and avoiding the actual core mechanics that were promised, they're launching into 1.0 after what feels like a decade, and still won't be releasing with human raiders as were promised way back in the very beginning - they're now totally coming soon as a future expansion.

If you want a middle ground of 'realistic' agile in game development, Blade and Sorcery is a good one - The game blew up, and a new scope and goal was added to the game after release, instead of just being a dumb sandbox. Expanding to meet needs is a common claimed agile plus, and usually a huge painpoint. But the dev managed to lock down the new scope, and roadmap and release updates with reasonable frequency - every update took longer than promised, but more in the range of a few extra weeks to months, not six years, and did deliver the content more or less as promised. A few things that were speculative goals hit the cutting room floor, but the end product is releasing in a reasonable time frame with reasonable feature completeness, without having spent a fortune to do so or constantly reworking shit. Its not perfect but its pretty good.
 
Then when you're done and people get their hands on it, only now it turns out people hate the thing. That's not so great, but now you can learn a lot on how to make it so people actually like it and find it useful. Which means you're changing major requirements and re-evaluating major assumptions to solve the problem you have: the product according to original requirements isn't any good.

I still maintain that is a problem outside of agile, but i see what you mean now. Agile is a never ending process, so whether you're pre-planning for phase 1 or the re-evaluated phase 2+ you're still planning in between iterations.
 
I still maintain that is a problem outside of agile, but i see what you mean now. Agile is a never ending process, so whether you're pre-planning for phase 1 or the re-evaluated phase 2+ you're still planning in between iterations.
I think this whole debate really exposes another problem with Agile: There's about ten legit permutations and a thousand ways to frame shitty planning choices as agile thinking, for good or ill.
 
still has another 7-9% drop to go. they're firing so many that at vendors the customers are now bailing because they know there is no more dev staff to fix critical bugs. so the pendulum is going to swing back the other way once the NVDA hangover is over.
The devs that are left are Indian.
 
still has another 7-9% drop to go. they're firing so many that at vendors the customers are now bailing because they know there is no more dev staff to fix critical bugs. so the pendulum is going to swing back the other way once the NVDA hangover is over.
Not really. The hiring levels will leak at 80% of the old highs at best
 
Not really. The hiring levels will leak at 80% of the old highs at best
For practical work? Yea, for sure. But with the retirement crisis in the tech space looming, and the companies already having a history of hiring talent to deny it to others? Well now they're actually gonna be fighting over people who really do know how to run tech infrastructure as the greybeards fuck off into a cozy retirement. There's a good chance they reinflate the numbers again just to justify holding onto people, even in a harsher capital environment.
 
Not quite layoffs related, but still amusing to see.

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Well uh, there it is. Micromanagement-prone PMs and managers BTFO yet again.
The ones that are opting remote have probably "no work" jobs and are essentially semi retired to be honest.

Or have moved to some area they don't want to leave/ digital nomad sex touristing around the world.
 
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