literally
. In the few professions such incomes are possible. Some of the richest people on the planet used to be programmers, so being a developer at the right time at the right place is one of the easiest and most direct ways to great wealth. 3r31291.  3r31299. 3r31291.  3r31299. But with such opportunities there often comes a complete lack of respect for project participants from other professions. This lack of respect can be so deep that it creates in the developer’s mind a firm belief that he is not only the most valuable participant in a software project, but also necessary for the company as a whole. Unfortunately, although only a small number of developers are capable of accumulating anything resembling wealth, many behave as if they are following Mark Zuckerberg, Bill Gates or Steve Jobs; although it is very far from the truth. This leads to personal problems that are just as fascinating to watch from the side, as it is terrible to contemplate in yourself. 3r31291.  3r31299. An ambitious manager 3r31270.  3r31299. 3r31269. 3r31283. Hostage Invader
3r31270.  3r31299. 3r31269. Elephant in a china shop 3r31284. 3r31270.  3r31299. 3r31269.
Incompetent 3r31284. 3r31270.  3r31299. 3r31269.
Optimist 3r31270.  3r31299. 3r31269. 3r33838. Pessimist
3r31270.  3r31299. 3r31269. 3r31229. Soldier
3r31270.  3r31299. 3r31269. Fan of technology 3r31270.  3r31299. 3r31269. 3r33555. The guardian of the Legacy code
3r31270.  3r31299. 3r31248. 3r31291.  3r31299. fan of technology 3r312384. 3r31270.  3r31299. 3r31269. Dangerous in conjunction with a project manager type 3r3119. team captain 3r31284. 3r31270.  3r31299. 3r31269. The possibility of correction: high 3r31245. 3r31270.  3r31299. 3r31269. Danger for the project: [b] low 3r31245. 3r31270.  3r31299. 3r31248. 3r31249. 3r31291.  3r31299. 3r31279. Problem
3r31291.  3r31299. At a certain level, to manage an employee, he must do what you say. A prima donna cannot be controlled, because in its essence it does not believe that it works for you. In his opinion, it is your privilege to work with him. He considers himself completely indispensable and right in any discussion. 3r31291.  3r31299. 3r31291.  3r31299. Contrary to her own belief, a prima donna is not necessarily a skilled developer (see type 3r31081. Rock star 3r?1284.). His arrogance is based on the presentation of his place in the organization, and not on actual technical skills. As a result, prima donnas too often assess their skill level much higher than that of their colleagues, 3r31244. although in fact it is not so 3r31245. . This usually leads to the fact that a diva is usually not loved by colleagues. 3r31291.  3r31299. 3r31291.  3r31299. A prima donna can be identified by typical phrases:
 3r31299. 3r31291.  3r31299. 3r31224.  3r31299. 3r31269. “It's stupid — I won't do it that way.” 3r31270.  3r31299. 3r31269. “We have to do it like this.” 3r31270.  3r31299. 3r31269. “If you don’t like it, you can talk to my manager”
 3r31299. 3r31269. “Well, we'll see more” 3r31270.  3r31299. 3r31269. “I'll go talk to your boss and see what he says.” 3r312270.  3r31299. 3r31248. 3r31291.  3r31299. Diva rejects leadership. He views any leadership attempt as an insult, as he is above being responsible for his actions. Such a personal problem usually occurs among long-time developers who are deeply involved in the early success of companies. Now, years later, thanks to his long-standing relationship with the company's founders, he considers his opinion above the opinion of a simple middle manager. 3r31291.  3r31299. 3r31291.  3r31299. The prima donna does not represent a material danger for the project, as it usually does nothing, but only shakes its rights. However, it negatively affects the morale of the team, especially for newer, more productive developers. Therefore, it must be put in place so that the project runs smoothly. 3r31291.  3r31299. 3r31291.  3r31299. 3r31279. Solution
3r31291.  3r31299. The solution for the prima donna is to refute the basic belief: 3r31244. that he is irreplaceable and therefore can do everything he wants . The most direct way to refute this belief is to hire a replacement to work closely with him. In order to adequately convey to the prima donna that this is really his replacement, two conditions must be met: 3r31291.  3r31299. 3r31291.  3r31299. 3r31224.  3r31299. 3r31269. Replacement should be more qualified. 3r31270.  3r31299. 3r31269. It is necessary to make it clear to the prima donna that his replacement has no other job than to follow the shadow of the prima donna and be trained as his replacement. 3r31270.  3r31299. 3r31248. 3r31291.  3r31299. The faster the replacement collects all the knowledge of the legacy code that a prima donna can have (see types of developers 3r3555. Keeper of legacy code 3r312284. And
Hostage taker ), The sooner the diva returns to control. The effect can be dramatic: things can change in just a few days. The shape of the prima donna begins to perform an additional function to its replacement. Ultimately, he is no longer indispensable, and therefore no longer a prima donna, but simply a bad employee. 3r31291.  3r31299. 3r31291.  3r31299. The prima donna’s only hope to retain a sense of status is to get promoted to a managerial position (see developer type 3-33776. Ambitious manager 3r 3-31284.). The better his savvy, the earlier he will try to do this when a replacement appears. However, the promotion is not recommended because you will most likely see the dismissal of the developers for whom the prima donna is responsible. Therefore, when a request for a promotion is rejected, he has only two options left: to stand in the same row with other developers or leave. In any case, your problem is solved. 3r31291.  3r31299. 3r31291.  3r31299. optimistic or 3r33553. prima donna
3r31270.  3r31299. 3r31269. Dangerous in combination with fan of technology 3r312384. 3r31270.  3r31299. 3r31269. The possibility of correction: no 3r31270.  3r31299. 3r31269. Danger for the project: extremely high 3r31245. 3r31270.  3r31299. 3r31248. 3r31249. 3r31291.  3r31299. 3r31279. Problem
3r31291.  3r31299. The profession of a software engineer requires a constant balance of two opposite tasks: 3r31291.  3r31299. 3r31291.  3r31299. 3r31264.  3r31299. 3r31269. The desire to benefit the business (and get paid). 3r31270.  3r31299. 3r31269. The desire to write great software (and be proud). 3r31270.  3r31299. 3r31272. 3r31291.  3r31299. The idealist completely ignored the task of benefiting the business, and instead focused solely on writing excellent software. 3r31291.  3r31299. 3r31291.  3r31299. The idealistic developer is usually very intelligent, experienced and professional. He really knows what he is talking about. He really knows how to write great software, and if given enough time, he can create the perfect system. The problem is, [b] he believes that he has all the time in the world and total freedom although this is far from the case. 3r31291.  3r31299. 3r31291.  3r31299. Instead of finding a compromise, he focused on creating the perfect system. He thinks it's better for business. Do not confuse them with scientists who create something “absolute” or “cool”: the idealists sincerely believe that their ideal system is best suited for the development of the company. It is because of the steadfastness of this faith that they are so difficult to correct. 3r31291.  3r31299. 3r31291.  3r31299. Idealists are especially dangerous for a project, because they usually have power over other key developers, because they represent the ideal to which developers are striving, that is why they are so easy to assemble other programmers to their side, because all developers want to be proud of the software they write. Therefore, they take hostage the whole development team of 3r312345. , and you are now in their power. If you are lucky, they will begin to provide business value, but this will only be a random side effect in their quest to create great software. In fact, a business benefit will appear only at the end of the work, but they cannot give you a timeline or evaluate this benefit. In truth, they are not even interested in completing, because it is the process itself that gives satisfaction, not the goal. 3r31291.  3r31299. 3r31291.  3r31299. 3r31279. Solution
3r31291.  3r31299. Summarize the features of an idealist:
 3r31299. 3r31291.  3r31299. 3r31224.  3r31299. 3r31269. Very smart, experienced and professional. 3r31270.  3r31299. 3r31269. He sincerely believes that his system is better for the future of the company. 3r31270.  3r31299. 3r31248. 3r31291.  3r31299. In many ways, this is a very good employee, and if you look at the most innovative companies in the world, they have many idealists in the research and development departments. However, the best companies have three things that others do not have:
 3r31299. 3r31291.  3r31299. 3r31264.  3r31299. 3r31269. Management personnel are as competent as idealists, offering checks and balances for their technical solutions. 3r31270.  3r31299. 3r31269. The expectation that a certain number of projects will fail, which is the usual cost of doing business. 3r31270.  3r31299. 3r31269. Large budget to continue to finance projects that are unprofitable. 3r31270.  3r31299. 3r31272. 3r31291.  3r31299. If your company has these three things, leave the idealist alone, let him do what he wants. But if you, like most companies, do not have these luxurious conditions, then there is a real problem, since almost everything you take will lead to a catastrophe: r3r31291.  3r31299. 3r31291.  3r31299. 3r31224.  3r31299. 3r31269. If you immediately fire him, then loyal developers can soon follow him. 3r31270.  3r31299. 3r31269. If you set strict rules, he can mentally disconnect from the project, which will leave you without technical guidance. 3r31270.  3r31299. 3r31269. If you leave him alone, then the authorities eventually get tired of the lack of tangible progress. 3r31270.  3r31299. 3r31248. 3r31291.  3r31299. To force an idealist to change behavior, you need to find someone who can convince him. This person must demonstrate to an idealist that he, too, can create a great system. This is important because a person without technical competence will simply be ignored as unable to understand the genius of ideal design. 3r31291.  3r31299. 3r31291.  3r31299. If a person is found with such confidence, he will have to slowly and methodically deduce the idealist from his idealistic way of thinking. This requires that a highly intelligent, experienced professional be ready to do what he thinks is right. There is little chance of that, and therefore little chance of correcting the idealist. 3r31291.  3r31299. 3r31291.  3r31299.
3r31284. 3r3r12313. Rock Star
3r31291.  3r31299. 3r31223. 3r31218. The developer is so talented, so productive, so important that if he leaves, the whole project will collapse. 3r31219. 3r31249. 3r31291.  3r31299. 3r31223. 3r31224.  3r31299. 3r31269. It can mutate in 3r31283. hostage taker and 3r35353. prima donna
3r31270.  3r31299. 3r31269. It is dangerous in combination with the manager type 3r3r4343. optimist
3r31270.  3r31299. 3r31269. The possibility of correction: [b] no 3r31270.  3r31299. 3r31269. Danger to the project: extremely high 3r312345. 3r31270.  3r31299. 3r31248. 3r31249. 3r31291.  3r31299. 3r31279. Problem
3r31291.  3r31299. In the software industry, the term "rock star" is often used by recruiters who are trying to attract developers, inflating their ego, that is, "we are looking for several rock star developers." True rock stars are hard to find, as they are ideal programmers: 3r31291.  3r31299. 3r31291.  3r31299. 3r31224.  3r31299. 3r31269. There is no problem that they can not solve (and quickly). 3r31270.  3r31299. 3r31269. They work all night to make deadlines. 3r31270.  3r31299. 3r31269. In their code, there are practically no bugs or any bugs are quickly eliminated. 3r31270.  3r31299. 3r31269. They take on the most difficult parts of the project. 3r31270.  3r31299. 3r31269. They are usually very fond of colleagues. 3r31270.  3r31299. 3r31248. 3r31291.  3r31299. Unfortunately, once hired, they become indispensable in the project. 3r31291.  3r31299. 3r31291.  3r31299. Rock star pokoWell to the black hole: the work accumulates around them and ultimately inevitably sucked inward to be done. It can even go so far that they take away work from slower developers in order to meet the deadline - to the general relief. If the project is in a difficult position, they will save the situation. If something dramatic and unexpected happens, they will know what to do. They are really wonderful - and every recruit knows it. 3r31291.  3r31299. 3r31291.  3r31299. Recruiters will call a rock star every day several times. Their reputation is ahead of them. Companies always want to lure away rock stars because they understand their value, and in many cases will do almost everything to get them. Therefore, the situation is that there is someone indispensable for your project, which every second company wants to lure. If they do, the project will fail. A classic case when too many eggs are put in one basket. 3r31291.  3r31299. 3r31291.  3r31299. 3r31279. Solution
3r31291.  3r31299. There is no “solution” for a rock star. In the end, only a fool would want to “fix” him, since he is your most productive developer to date. All you can do is mitigate the damage by creating a team around you that can function effectively if you leave. Most likely, you will need several developers to replace the performance of one rock star, but at least you can survive his departure. 3r31291.  3r31299. 3r31291.  3r31299. To check how bad your situation is, pay close attention to developer productivity when a rock star goes on vacation. If, with its weekly absence, all development stops, then you need to redouble efforts to bring other developers to a level at which they can keep the development of the project in the absence of a rock star. 3r31291.  3r31299. 3r31291.  3r31299. It can be difficult if developers are used to the fact that he copes with difficult problems, they become lazy and self-satisfied. There is a chance that with the sudden departure of a rock star, other developers will take action. But, most likely, they love him so much that they will follow him to a new company. 3r31291.  3r31299. 3r31291.  3r31299. 3r33460. 3r31284. 3r3r12313. An ambitious manager 3r3r1214. 3r31291.  3r31299. 3r31223. 3r31218. A developer who decided to avoid the difficulties of programming and become one of the managers. 3r31219. 3r31249. 3r31291.  3r31299. 3r31223. 3r31224.  3r31299. 3r31269. Can mutate in a development manager type Former techie or careerist 3r312384. 3r31270.  3r31299. 3r31269. Dangerous in conjunction with project manager type 3r3483. Statistics 3r31284. or
meeting planner 3r31270.  3r31299. 3r31269. The possibility of correction: [b] no 3r31270.  3r31299. 3r31269. Danger to the project: low 3r31245. 3r31270.  3r31299. 3r31248. 3r31249. 3r31291.  3r31299. 3r31279. Problem
3r31291.  3r31299. Programming is difficult to learn. It requires the skill of quick problem solving, a large amount of knowledge and even more real experience. Unlike comparable professional fields, this knowledge and experience become obsolete much faster (sometimes within months), which requires the constant mastering of new methods, technologies and tools. Novice Manager [b] wants to get rid of this fuss, and sees the exit in the management of 3r31245. . 3r31291.  3r31299. 3r31291.  3r31299. As a rule, for development managers there are lower requirements for programming skills than for developers. Time is spent on meetings, sending e-mails or even walking and talking to other people. Managers also, as a rule, earn more than coders, and with status come powers. This is an obvious choice for developers who want to get rid of writing software. 3r31291.  3r31299. 3r31291.  3r31299. The problem with the developer, who has become an ambitious manager, is that he seeks to demonstrate his management skills in the hope of improvement, 3r31244. he doesn’t think about programming 3r31245. . To practice management skills, an ambitious manager tries to command fellow developers: assigns work, speaks at meetings, and usually seeks to participate in more strategic decisions. Therefore, they are equally disliked by both fellow developers and other managers who see their work as a threat. 3r31291.  3r31299. 3r31291.  3r31299. 3r31279. Solution
3r31291.  3r31299. It is impossible to solve the problem of an ambitious manager, because he has already made a clear career choice. Once the decision is made, there is no going back. You cannot force him to write programs again. Even if you make, then soon you will find the reason why he became an ambitious manager: the guy is not very good at programming. Because of the complexity of this situation, so many ambitious managers get what they want: they are promoted to the position of manager, if there is a vacancy. 3r31291.  3r31299. 3r31291.  3r31299. As a rule, the developers in this position are not particularly harmful to the project, because their performance is too low, and they usually do not have the special confidence of either the developers or the managers. Often these people throughout their careers hang out around the organization, and 3r3-31244. top management is struggling to find an application for them 3r31245. . In this capacity, they can become dangerous if they are assigned a critical task, but since this can be completely avoided, they can safely remain just a minor annoying factor. 3r31291.  3r31299. 3r31291.  3r31299. 3r33537. 3r31284. 3r3r12313. Hostage Invader 3r31214. 3r31291.  3r31299. 3r31223. 3r31218. A developer who wrote a piece of critical software and does not let anyone work on it to maintain its indispensability. 3r31219. 3r31249. 3r31291.  3r31299. 3r31223. 3r31224.  3r31299. 3r31269. May mutate in 3r35353. prima donna
or 3r33555. the guardian of the Legacy code
3r31270.  3r31299. 3r31269. Dangerous in combination with incompetent 3r31284. Developer 3r31270.  3r31299. 3r31269. The possibility of correction: [b] high 3r31245. 3r31270.  3r31299. 3r31269. Danger to the project: [b] high 3r31245. 3r31270.  3r31299. 3r31248. 3r31249. 3r31291.  3r31299. 3r31279. Problem
3r31291.  3r31299. Any person with financial obligations is important to ensure the safety of their workplace and salary. In addition, working with familiar code is much easier than with unfamiliar. From the combination of these two desires, the hostage invader is born - the developer, who is 3r312344. He wrote and personally owned the critical part of the software, refusing to work on something else 3r3-31245. . 3r31291.  3r31299. 3r31291.  3r31299. As a rule, this is a bad software engineer, which ironically becomes an important advantage: its code is 3r31244. usually not understood by anyone else , so that other developers are afraid to climb into such a swamp, for fear of causing more harm than good. Therefore, all new work on a critical system is transferred to the invader, thereby continuing the vicious circle. 3r31291.  3r31299. 3r31291.  3r31299. The hostage taker usually takes a defensive and confrontational position, it is absolutely closed to criticism or cooperation regarding its code base. If he is really driven into a corner, he will threaten to leave, and since no one else wants to take on a poorly designed and written product, such a bluff is rarely punished. They can become a bottleneck in the project, since the entire fate of the project will depend on their desire and ability to issue a code. 3r31291.  3r31299. 3r31291.  3r31299. 3r31279. Solution
3r31291.  3r31299. No matter how dangerous the hostage taker is, the solution is simple: to hold two or more developers responsible for part of the invader system, transfer it to another part. For some time, the performance will be low until new developers try to understand and rework the code, but at the end of this period the invader is completely neutralized and will no longer present problems. 3r31291.  3r31299. 3r31291.  3r31299.
3r31284. 3r3r12313. The elephant in the china shop 3r31214. 3r31291.  3r31299. 3r31223. 3r31218. The developer is so focused on the completion of the work that completely abandons any concept of quality. 3r31219. 3r31249. 3r31291.  3r31299. 3r31223. 3r31224.  3r31299. 3r31269. May mutate in 3r31229. soldier 3r31270.  3r31299. 3r31269. Dangerous in conjunction with the project manager type 3r31051. tyrant
and a type tester. fire hose 3r31270.  3r31299. 3r31269. The possibility of correction: high 3r31245. 3r31270.  3r31299. 3r31269. Danger to the project: [b] average 3r31245. 3r31270.  3r31299. 3r31248. 3r31249. 3r31291.  3r31299. 3r31279. Problem
3r31291.  3r31299. There is always a lot of pressure on developers. “The Internet never sleeps” means that developers often do not sleep either. In order to bring back a balance between work and life, the elephant in the china shop wants to complete his task list as soon as possible and return home to his family. 3r31291.  3r31299. 3r31291.  3r31299. Programmers of this type create project pressure. No matter how good the developer is, if the pressure rises to a certain degree, he will inevitably stop testing his own work and instead rely on the testing department (see type of tester 3r3655. Prosecutor
) As the only means to look for errors. In addition, for convenience, they will refuse to collectively check the code, automatic testing and refactoring, leaving the code in disrepair. This poorly designed software then causes new errors, and the code base quickly turns into a swamp of bugs that cannot be fixed completely. 3r31291.  3r31299. 3r31291.  3r31299. The elephant in the china shop lives in constant stress due to the pressure of the authorities. He is the victim of a poorly planned project, but the developer is still considered a problem. In the case of elephants in the china shop, the phrase “burnout and replacement” is used, since constant stress will eventually break them, and they will either leave or be fired because of their seeming incompetence. 3r31291.  3r31299. 3r31291.  3r31299. 3r31279. Solution
3r31291.  3r31299. Since the problem is not human, the organization should take the following steps: 3r31291.  3r31299. 3r31291.  3r31299. 3r31264.  3r31299. 3r31269. Announce a break on the project to give some respite. This is usually done by a sharp reduction in the amount of work or a significant postponement. 3r31270.  3r31299. 3r31269. The quiet period contributes to a frank discussion, when the elephant in the china shop has the opportunity to express their grievances. 3r31270.  3r31299. 3r31269. Make an analysis of the root causes of errors and fix them. Do not hurry with this. Make sure everything is fixed before continuing the project. 3r31270.  3r31299. 3r31269. Deal with all cases of burnout among developers, get them to take extraordinary holidays. Organizations rarely do this, but it is very effective. 3r31270.  3r31299. 3r31269. When the team regroup, perform a comprehensive assessment of the project, establish new amounts of work and deadlines. 3r31270.  3r31299. 3r31272. 3r31291.  3r31299. Although these steps allow you to clearly solve the problem, they are almost never taken. That is, management remains the cause of the problem, not the source of the solution. But if management recognizes its role in the appearance of elephants in the china shop, then after a few weeks the damage can be compensated, and the development of the project will return to normal. 3r31291.  3r31299. 3r31291.  3r31299. without technical training 3r312384. 3r31270.  3r31299. 3r31269. The possibility of correction: [b] no 3r31270.  3r31299. 3r31269. Danger to the project: exceptionally high 3r31245. 3r31270.  3r31299. 3r31248. 3r31249. 3r31291.  3r31299. 3r31279. Problem
3r31291.  3r31299. Not everyone is able to become a professional athlete or an experienced musician, or a doctor. There are also people who are simply not created to be software developers. These incompetent developers often deny their incompetence and refuse to leave the profession due to high salaries and a large number of available vacancies. 3r31291.  3r31299. 3r31291.  3r31299. It can be difficult for a manager without technical education to recognize an incompetent developer, but there are a few signs: 3r31291.  3r31299. 3r31291.  3r31299. 3r31224.  3r31299. 3r31269. They blame the lack of corporate training for their low productivity. 3r31270.  3r31299. 3r31269. Challenging the use of "too complex" technologies, tools and methods. 3r31270.  3r31299. 3r31269. They strongly overestimate the deadlines for work (see 3r33838. Pessimist 3r3-31284.), And then still do not pass it on time. 3r31270.  3r31299. 3r31269. Issue functions that do not meet the specifications. 3r31270.  3r31299. 3r31269. Implemented functions are full of errors. 3r31270.  3r31299. 3r31269. Experienced developers avoid or refuse to work with them. 3r31270.  3r31299. 3r31269. When asked about the progress of work, they are justified and often take a defensive position. 3r31270.  3r31299. 3r31269. Pretend to a leadership position (see 3r3776. Ambitious manager 3r31284.) To bring "more benefits." 3r31270.  3r31299. 3r31248. 3r31291.  3r31299. The entire software industry suffers from the problem of incompetence. This is a simple example of supply and demand, when the labor market lacks qualified developers. 3r31291.  3r31299. 3r31291.  3r31299. 3r31279. Solution
3r31291.  3r31299. When a manager notices an incompetent developer, the natural feeling of empathy often pushes him to assign tasks easier. Unfortunately, just as it is impossible to be a semi-literate heart surgeon or partially competent pilot, no one can be only partially competent software developer. If you lack the competence to develop software, then you will not be able to perform well even simple tasks. 3r31291.  3r31299. 3r31291.  3r31299. When simple tasks are too complex, the next step is usually to allocate a budget for training. The main problem here is that if an incompetent developer could learn, he would have done it already - as his more competent colleagues, because competent developers are learning themselves. 3r31291.  3r3-31299. 3r31291.  3r31299. There is a thought that having a not very productive developer on the staff does no harm, but this is a big mistake. They have two very destructive effects:
 3r31299. 3r31291.  3r31299. 3r31264.  3r31299. 3r31269. The destruction of the quality of the code base, the emergence of a new buggy code and the introduction of bugs into the working code (see also 3-331046. The elephant in the china shop 3r31284.)  3r31299. 3r31269. They repel competent developers who are tired of working with them. 3r31270.  3r31299. 3r31272. 3r31291.  3r31299. Ultimately, if the project depends on an incompetent developer, then 3r31244. The project will not be completed 3r31245. . This leads to the sad conclusion that such workers need to leave the organization. If they do not agree (usually after all the more direct hints), then they should be dismissed. 3r31291.  3r31299. 3r31291.  3r31299. 3r3822. 3r31284. 3r3r12313. Optimist
3r31291.  3r31299. 3r31223. 3r31218. A developer who constantly underestimates the amount of time required to complete a task. 3r31219. 3r31249. 3r31291.  3r31299. 3r31223. 3r31224.  3r31299. 3r31269. May mutate in
pessimist 3r31270.  3r31299. 3r31269. Dangerous in combination with optimistic project manager 3r31270.  3r31299. 3r31269. The possibility of correction: [b] high 3r31245. 3r31270.  3r31299. 3r31269. Danger to the project: [b] average 3r31245. 3r31270.  3r31299. 3r31248. 3r31249. 3r31291.  3r31299. 3r31279. Problem
3r31291.  3r31299. Underestimation of the deadlines is such a common symptom in the software industry that many do not even consider this a problem. Everyone always underestimates the time frame, and in many cases it is accepted as part of the business. However, the optimistic developer takes the problem to a whole new level, as he almost always gives up work much later. 3r31291.  3r31299. 3r31291.  3r31299. The optimist influences the predictability of the project: without good grades it is impossible to plan for the future. Software release is sometimes associated with contractual obligations with customers and /or partners, which makes predictability a business necessity. Of course, one can always expect a bit of unpredictability, since in reality the entire software industry is built around the fact that it is impossible to predict exactly how long software writing will take. The optimist abuses this tolerance for disrupting the deadlines, fulfilling his tasks for several weeks instead of the promised couple of days; or, even worse, in a few months instead of the promised couple of weeks. 3r31291.  3r31299. 3r31291.  3r31299. An optimist fundamentally does not understand the negative impact of such delays on the overall success of a project. He may also consider that the evaluation itself is a useless practice, since nothing can ever be accurately assessed. Thus, he can impressively treat the assessment or give an arbitrary number without any analysis. 3r31291.  3r31299. 3r31291.  3r31299. 3r31279. Solution
3r31291.  3r31299. Fortunately, the optimist can be corrected by observing several rules:
 3r31299. 3r31291.  3r31299. 3r31224.  3r31299. 3r31269. To ask them about the assessment only for the code with which they are well acquainted. 3r31270.  3r31299. 3r31269. Ask for evaluation only for technologies with which they are well acquainted. 3r31270.  3r31299. 3r31269. Never ask to evaluate the timing of the implementation of new functions, but only to improve existing ones. 3r31270.  3r31299. 3r31269. Care must be taken to ensure that they fully understand all requirements - they cannot freely interpret requirements on the fly. 3r31270.  3r31299. 3r31269. Ask the optimist to add TODO comments in areas where they will have to make edits. This will reinforce the relationship between software complexity and timing. 3r31270.  3r31299. 3r31269. Make them accountable: show their assessments to the group that can challenge such deadlines. 3r31270.  3r31299. 3r31248. 3r31291.  3r31299. When an optimist has gone through this process several times and fulfilled his obligations, you can start trusting him in estimating terms for new functions, as well as for code bases and technologies with which he is less familiar. 3r31291.  3r31299. 3r31291.  3r31299. During the process of rehabilitating the optimist, pay close attention to how he observes his deadlines:
 3r31299. 3r31291.  3r31299. 3r31224.  3r31299. 3r31269. Whether the quality of work suffers from increased obligations (see 3r31046. An elephant in a room shop 3r31284.). If so, suggest adding the required time for testing. 3r31270.  3r31299. 3r31269. Do they work overtime to meet deadlines (see 3r3-31229. Soldier 3r31284.)? In this case, suggest adding time to do work during business hours, and overtime should be left for unforeseen circumstances. 3r31270.  3r31299. 3r31248. 3r31291.  3r31299. If an optimist is serious about his rehabilitation, he can grow into a highly trusted member of the team, as developers who issue an appropriate code of sufficient quality in an agreed time frame are trusted. As soon as they prove that they can consistently do this, they can be promoted or paid, which in itself can be offered as an incentive for their rehabilitation. 3r31291.  3r31299. 3r31291.  3r31299. 3r3393935. 3r31284. 3r3r12313. Pessimist
3r31291.  3r31299. 3r31223. 3r31218. A developer who is so afraid of missing deadlines that he asks for the maximum possible time to complete the task. 3r31219. 3r31249. 3r31291.  3r31299. 3r31223. 3r31224.  3r31299. 3r31269. May mutate in an elephant in a china shop 3r31270.  3r31299. 3r31269. Dangerous in combination with the same pessimist as project manager 3r31270.  3r31299. 3r31269. The possibility of correction: [b] low 3r31245. 3r31270.  3r31299. 3r31269. Danger to the project: [b] no 3r31270.  3r31299. 3r31248. 3r31249. 3r31291.  3r31299. 3r31279. Problem
3r31291.  3r31299. If there is a choice, most project managers would prefer pessimists than optimists. Although they may work for a long time, they are at least predictable. A pessimist knows this very well and makes full use of this circumstance, requesting the maximum time for his task instead of considering realistic deadlines. 3r31291.  3r31299. 3r31291.  3r31299. Pessimists are sometimes impossible to notice. They can be mistaken for mature and responsible, because, unlike their seemingly less experienced fellow developers, they never miss a deadline. But there are some signs:
 3r31299. 3r31291.  3r31299. 3r31224.  3r31299. 3r31269. Their fellow developers with the same assessment give significantly shorter deadlines. 3r31270.  3r31299. 3r31269. If you assign them a deadline, they immediately agree, without any formal assessment. 3r31270.  3r31299. 3r31269. When they quickly agreed, if you move the date a little to an earlier date, they will agree to that date. This means that between the two dates you really do not need additional time to complete the task. 3r31270.  3r31299. 3r31248. 3r31291.  3r31299. A pessimist can reduce the competitiveness of a company. If you are involved in a race with a competitor, you will always be slower than him. 3r31291.  3r31299. 3r31291.  3r31299. 3r31279. Solution
3r31291.  3r31299. Pessimists are born through the fault of an organization that punishes deadlines. The natural response of people is to request as much time as possible to minimize the likelihood of punishment. It may seem easy to fix, but three things work against you:
 3r31299. 3r31291.  3r31299. 3r31264.  3r31299. 3r31269. Work in the pessimistic mode is much less stressful than normal work. 3r31270.  3r31299. 3r31269. Pessimists are usually rewarded and raised much more often than those who miss important deadlines. 3r31270.  3r31299. 3r31269. Business must become more tolerant of being late. When a certain culture of development has been settled, most companies are not capable of it. 3r31270.  3r31299. 3r31272. 3r31291.  3r31299. Therefore, the problem is fixable, but usually there is no will to correct it. By their nature, pessimists do not pose a threat to the project, but are potentially very dangerous for the future viability of the company. 3r31291.  3r31299. 3r31291.  3r31299. 3r31030. 3r31284. 3r3r12313. Soldier
3r31291.  3r31299. 3r31223. 3r31218. A developer who does exactly what they are told without question, regardless of whether it is right. 3r31219. 3r31249. 3r31291.  3r31299. 3r31223. 3r31224.  3r31299. 3r31269. May mutate in an elephant in a china shop 3r31270.  3r31299. 3r31269. Dangerous in conjunction with a project manager type 3r31051. tyrant
3r31270.  3r31299. 3r31269. The possibility of correction: no 3r31270.  3r31299. 3r31269. Danger to the project: low 3r31245. 3r31270.  3r31299. 3r31248. 3r31249. 3r31291.  3r31299. 3r31279. Problem
3r31291.  3r31299. From a manager’s point of view, who can be better than a developer who does exactly what is said? Indeed, the key problem with the prima donna is that it does not follow orders. Of course, a fully compliant developer is a boon to the project. Unfortunately, the soldier has his drawback: 3r31244. he obediently jumps into the abyss, if they say that to him, dragging along with him the whole project 3r3r12245. . 3r31291.  3r31299. 3r31291.  3r31299. A soldier can be of any level of competence: from 3r31079. incompetent 3r31284. up to 3r31081. rock stars
. The key characteristic is his obedience: every time he will do exactly what you tell him. It is easy to make a mistake, considering it an effect of fantastic leadership, but excellent superiors are very rare. 3r31291.  3r31299. 3r31291.  3r31299. Soldiers are born in several ways:
 3r31299. 3r31291.  3r31299. 3r31224.  3r31299. 3r31269. You have rejected their objections so many times that they just stopped complaining: they do not see the point. If the objections were justified, then you have lost a valuable source of information about what can be improved. 3r31270.  3r31299. 3r31269. The soldier wants to do a minimum of work, and if you only do exactly what they are asked to do, then this is by definition the minimum. 3r31270.  3r31299. 3r31269. They know that you are asking to do the wrong things, and they want you to suffer the consequences. 3r31270.  3r31299. 3r31269. They are so tired that they are looking for another job, and they simply pull time until they find something. 3r31270.  3r31299. 3r31269. They lack the knowledge and experience to see the mistakes, so the soldier blindly marches forward. 3r31270.  3r31299. 3r31269. Fear of punishment for mistakes makes you think that the best way to avoid punishment is to do only what is asked for. 3r31270.  3r31299. 3r31269. They have convinced themselves that complete submission is the path to career growth, which is very sad, since this is almost never true in the innovative field of software development. 3r31270.  3r31299. 3r31269. These are really former military men who brought with them a specific mentality. 3r31270.  3r31299. 3r31248. 3r31291.  3r31299. As a result, no matter how pleasant it may seem to have a soldier in your submission, this is hardly good. 3r31291.  3r31299. 3r31291.  3r31299. 3r31279. Solution
3r31291.  3r31299. If you give the correct orders, the soldier will not cause any problems. In fact, with a strong leadership, the presence of a detachment of soldiers is a very effective weapon. But if you need feedback from developers to help co-lead the project, you won’t get that kind of collaboration. It leaves you in a situation of obscurity, when you do not even know that you are missing something. A soldier will not tell. 3r31291.  3r31299. 3r31291.  3r31299. If you can determine the reason why a soldier submits to you implicitly, then there is a chance to correct it. However, by nature he will not openly say why he has become so. As a rule, a soldier prefers to communicate on specific work topics. If you click and ask if there is a problem, the most likely answer is “No,” regardless of his true feelings. 3r31291.  3r31299. 3r31291.  3r31299. You can only hope that his colleagues will tell about the soldier, but then they betray his confidence, which is unlikely to happen. Even if you identify a true problem, you will have to fix it, which can be difficult. Then, after eliminating the root cause, it remains to hope that the soldier will change his behavior. Only he himself can change himself. 3r31291.  3r31299. 3r31291.  3r31299. In general, they are almost impossible to fix. Thus, they are usually good employees to support a strong leader. 3r31291.  3r31299. 3r31291.  3r31299. 3r31144. 3r31284. 3r3r12313. Fan of technology 3r31214. 3r31291.  3r31299. 3r31223. 3r31218. A developer who is so happy to try new technologies that will embed them in a project, is it appropriate or not. 3r31219. 3r31249. 3r31291.  3r31299. 3r31223. 3r31224.  3r31299. 3r31269. It can mutate in 3r31283. hostage taker
3r31270.  3r31299. 3r31269. Dangerous in combination with r3r31165. idealist
3r31270.  3r31299. 3r31269. The possibility of correction: [b] high 3r31245. 3r31270.  3r31299. 3r31269. Danger to the project: [b] low 3r31245. 3r31270.  3r31299. 3r31248. 3r31249. 3r31291.  3r31299. 3r31279. Problem
3r31291.  3r31299. To successfully launch a product, you must select a technology. This is a careful choice with a focus on a specific set of business problems that need to be solved. A fan of technology just loves new toys. 3r31291.  3r31299. 3r31291.  3r31299. All developers are to some extent in love with technology: they must be such to maintain their skills. But when a developer confuses his professional responsibility and personal curiosity, you may end up with a technological stack that does not fit the business objectives wildly. 3r31291.  3r31299. 3r31291.  3r31299. The developer in love with technology is very easy to isolate from the crowd. He will frequently and publicly advocate the use of new technology, often with flimsy arguments. He also suddenly changes technology in the midst of work, without telling anyone, taking others by surprise. In many cases it can be really excellent.It’s a technical solution to a specific problem, but since the technology has not been properly tested, it may be poorly suited for the project as a whole. 3r31291.  3r31299. 3r31291.  3r31299. 3r31279. Solution
3r31291.  3r31299. Fans of technology are corrected by themselves, if the company has established a standard technological stack. Then you just need to make sure that the developers do not deviate from it. If you do not have an installed technology stack, it is strongly recommended that you define it in advance, as it will be inconvenient to enter it after a technology fan begins to active. 3r31291.  3r31299. 3r31291.  3r31299. The news that you can’t use your new technology will likely hurt the morale of the technology lover, but you can quickly restore this morale by asking him to make a presentation about this new technology. This is an extremely healthy decision, because after the presentation the team can jointly discuss whether it makes sense to expand the stack of corporate technologies. Most technology lovers will be satisfied with such a judgment, even if they do not like the final decision. 3r31291.  3r31299. 3r31291.  3r31299. 3r31211. 3r31284. 3r3r12313. The guardian of the Legacy code
3r31291.  3r31299. 3r31223. 3r31218. The developer, whose only ability is maintenance of outdated software, and therefore he is not able to take on new work. 3r31219. 3r31249. 3r31291.  3r31299. 3r31223. 3r31224.  3r31299. 3r31269. It can mutate in 3r31283. hostage taker
or soldier 3r31270.  3r31299. 3r31269. Dangerous in combination with r3r31234. Creative 3r31284. Designer
 3r31299. 3r31269. The possibility of correction: [b] no 3r31270.  3r31299. 3r31269. Danger to the project: no 3r31270.  3r31299. 3r31248. 3r31249. 3r31291.  3r31299. 3r31279. Problem
3r31291.  3r31299. When a new developer comes to the company, he is usually full of fire and passion, trying to prove himself in every way. But over time, passion takes the place of complacency: the developer believes that the experience in the company gives him certain privileges. For himself, he recognizes the responsibility to maintain their systems, but not to take on the development of new parts. 3r31291.  3r31299. 3r31291.  3r31299. The problem with the guardian of Legacy code is related to scaling: they simply do not belong to the pool of available resources for a new job. At this point, the question arises whether you can afford to keep them in the state, that is, whether other developers can take over their legacy code maintenance tasks. It is usually difficult to convince other developers to do this for two reasons: 3r31291.  3r31299. 3r31291.  3r31299. 3r31264.  3r31299. 3r31269. Ancient code is usually poorly written and difficult to work with. 3r31270.  3r31299. 3r31269. Support is a dead end career path, because you are not doing anything new or innovative for which you can be noted. 3r31270.  3r31299. 3r31272. 3r31291.  3r31299. That is why old maintainers remain in the company for so long. Often they have been with the company since its inception and are the authors of the software on which the company is built. However, as the company grew, they did not advance in the service or did not attempt to master new skills or new parts of the system, as a result of which they became firmly attached to the only code they knew. 3r31291.  3r31299. 3r31291.  3r31299. 3r31279. Solution
3r31291.  3r31299. The guardian of the Legacy code does not create problems if it is understood that it is not among the resources for working on new projects. At best, it can be asked to correct errors and implement small improvements in functions. The only problem arises if they prohibit others from familiarizing themselves with their part of the system (see 3r31283. Hostage taker 3r?1284.). 3r31291.  3r31299. 3r31291.  3r31299. The guardian cannot be corrected because he has no such desire. He has the mentality of a factory worker: turn the same nut every day throughout his career and then retire. Such an attitude cannot be changed, since it is the essence of man. 3r31291.  3r31299. 3r31291.  3r31299. One of the options that can change this attitude is if a person survives significant events in life (wedding, birth of a child, buying a house, etc.), which will require additional income. In this case, he will understand that supporting outdated software will not lead to an increase. Unfortunately, you do not control this factor. 3r31300. 3r31299. 3r31299. 3r31299. 3r31297. ! function (e) {function t (t, n) {if (! (n in e)) {for (var r, a = e.document, i = a.scripts, o = i.length; o-- ;) if (-1! == i[o].src.indexOf (t)) {r = i[o]; break} if (! r) {r = a.createElement ("script"), r.type = "text /jаvascript", r.async =! ? r.defer =! ? r.src = t, r.charset = "UTF-8"; var d = function () {var e = a.getElementsByTagName ("script")[0]; e.parentNode.insertBefore (r, e)}; "[object Opera]" == e.opera? a.addEventListener? a.addEventListener ("DOMContentLoaded", d,! 1): e.attachEvent ("onload", d ): d ()}}} t ("//mediator.mail.ru/script/2820404/"""_mediator") () (); 3r31298. 3r31299. 3r31300.