264 karma · joined May 8, 2022
Most modern backend development assumes a ton of dependency management, tech like Docker has proven for at least 10 years that it can be manageable in production at scale. While I get that browser compatibility can be a pain in a way that the backend doesn’t have to reckon with I don’t really see why dependency management for something like React should be a decision factor for front end.
That’s also not to insinuate that we should just do it (SPA + massive amounts of JS) because browsers can handle it or that there are zero downsides to JS dependency management, but rather that the positives and negatives of zero-JS solutions should be adjudicated on things like developer experience and speed of delivery.
I’m not exactly the demographic of “only uses mobile” - I am very much a “pre-mobile internet user” (coding, games, music all required me to pick up some desktop skills) but can attest to the fact that I don’t hate the experience in a way that’s commensurate with how much I’d hate having a hot laptop on my stomach or sitting in some other room typing this out.
Also, I get what you’re saying, but DI was around in 2005 and some good engineers (older than I) were using it back then. It seems lot of good ideas skipped a generation!
> Develop locally with instant infrastructure, preview PRs in dedicated environments, and skip tedious Terraform with automatic infrastructure setup in your cloud.
If you thought this sounded like a sales pitch for bad engineering practices, it’s because it is.
I find it very funny that a company hawking their mutant CI “solution” talks so much about pmf when what they’re selling is pretty undifferentiated
If your PM is appraised by Power Point quality or number of sprint points while engineers are managed by some other criteria, success and failure become asymmetrical and incentives clash.
First and foremost is that most product/project managers, engineering managers, “scrum masters”, etc. do not truly love doing the work of backlog refinement, ticket management, writing acceptance criteria, or other forms of planning that entail actionable results. They may love the glory of leading or assisting a team of software engineers to build great products, but I’ve seen maybe 1 or 2 who are actually qualified to be the agile/process guy/gal. Additionally, they’re frequently counter-incentivized to be meeting jockeys, PowerPoint creators, and “culture people” who simply do not do the job as it’s meant to be done.
As soon as ^^ happens, sprints are destined to fail, because the work of sizing tickets falls squarely onto engineers who would probably rather be writing code than talking about it, so they make informal agreements about value of a story point being a day’s work or not blocking tickets that don’t have defined success criteria, or what have you. As such, tickets are not properly vetted and grow to be massive, amorphous chunks of work that either allow devs to hide from the (painful/annoying) process of Scrum and just do their thing.
The last (and worst) of the reasons spillover happens is that people are burnt out, unmotivated, or unrewarded by the process. If the “customer” (also a massive rats nest of a concept in Agile) isn’t at the demo and actively interested in the product being developed, any amount of “points” will feel arbitrary and useless. There’s no faster way to lose interest in Scrum than canceling a demo and having your developers lose faith that completing that ticket actually matters to someone.