Comfort zone:

I sincerely recommend it to anyone who wants to slack off. Just make your acting look convincing. There is a salary increase every year, though it won't be very high, so it depends on whether you want to put on an act.

Basically, managers and above hardly do anything. When something goes wrong, they only use emails to protect themselves or avoid responsibility by pushing it down to their subordinates. The vice president is an old-school exploitative boss and, even worse, a two-faced person. Whenever something happens, they never deal with it; they only show up to make their presence felt after upper management comes to ask about it.

The department has serious infighting, and they won't step in to mediate. If you tell them there's a problem, they even say it's a good thing and will promote the department's development—a kind of healthy development. (I was almost left speechless.)

The PM isn't really a PM but a warehouse clerk. They say one thing to one person and another to someone else, badmouth people everywhere, and yet have no real expertise themselves. They spend all day putting on an act and pretending to be busy. They make engineers do their work, accept requirements indiscriminately, and when you question the purpose of what they're doing, they only say it was requested by Sales. For example, Sales asks for feature A to be changed into feature B, then two or three months later asks you to change B back to A. If you question them too often, they'll badmouth you everywhere. When you go to integrate with the company's testing system and modify the code, the PM tells others that you went there just to fool around and enjoy yourself rather than work. When discussing programming issues, they come over and claim that they used to write code too, but all they ever do is show off with if-else statements and for loops. Everyone who hears this thinks to themselves: If it's that simple, why don't you come down and write it yourself? Or if it really is that simple, why did you change careers?

The PM's KPI standards are, to put it mildly, 87 out of 100 and no higher. Every issue is worth one point regardless of how difficult it is, while adding a feature is worth ten points. When work is assigned, someone else may have hundreds of issues, and merely changing the UI font color or size can count as dozens of them. If you're only assigned feature integration work, your KPI will lose out to someone who only adjusts the UI font color or size on these minor issues.

When there is an exhibition, the PM hasn't properly discussed things and tells you to demonstrate certain features. When you say they are still under development, they change their story and say it only needs to be placed there for reporters to photograph. Once you arrive, you discover that the other party really does want to demonstrate that feature. The key point is that the whole company knows it is still in development, yet they still dare to demo it to reporters. I don't know whether the Marketing Department lives in a different parallel universe or simply comes to work without a brain. In the end, the engineers have to shoulder everything. You can only say that the PM is an important employee of the company: despite working like that, they can still remain there. Management says good PMs are hard to find, but Raymond, how many good PMs have you driven away? ==

Summary: No matter how much you do, no one will notice; they'll only think it's what you're supposed to do. When problems arise, the people who actually do the work are always the first to take the hits. That's why people who work hard leave quickly, while those who do nothing or spend all day putting on an act survive longer. When problems occur with the PM, they only protect the PM because PMs are hard to find.