a quite popular saying that goes: “Employees don’t quit their jobs, they quit their managers.” And there’s a lot of truth in that saying.
One problem in tech is high-level managers who don’t have a clue about technical complexities but are trying to measure the impact of infrastructure projects and failing to understand their value proposition.
This is a huge problem across the industry, and what’s worse is that it ends up in significant amounts of work/effort on the part of the engineering groups to make up the difference between what *should* have been done and what was actually done.
this problem makes the employers found a way of leaving and working for practitioner managers who are not disconnected from the tech.
and Alternatively, high-level managers who do understand the impact of infrastructure projects but underestimate the time and cost of making them production-ready, rushing teams from MVP to MVP.
in another hand, for example, Facebook deals pretty well with this, the Senior engineers attend calibrations and make sure to point out when a manager is downplaying something important and impactful. Also works for calling out BS. also on @cloudarmory they push decision making to the edges. because the Command/control just isn’t the best way to leverage your expertise.
in conclusion, there are two things that sometimes help:
- make a business proposal, not a technical one. talk about return on investment, labour savings.
- make it clear the project won’t interfere with other tasks If that fails, it might be time to advocate for an engineering discretionary budget.