1. I can't understand why the Design department develops any feature without providing documentation or a process. Even though we're development R&D staff, we're expected to create PRD documents or flows on behalf of the designers. Doesn't the boss often say that UX should be a top priority for robotics products? When UX isn't even doing UX work, are we supposed to build products using telekinesis? I also wish I could generate power with love.
2. The company has no PM responsible for prioritizing requirements, so priorities are constantly adjusted; however much work WIP there is, that's how much WIP there is. It's true that different products' code can be maintained by different people, but even the suggestion to hold Code Reviews every week has gone nowhere. Do you think your understanding is automatically the same as mine? Even my mother hasn't necessarily understood me after giving birth to me more than thirty years ago, so how can you expect my output to be understood by you?
3. My former supervisor often talked about balancing the three elements of QTR, but I have never understood what benefit senior management gets from constantly pressuring product R&D staff to lower Quality just to meet deadlines. Is it simply because a startup has no Resouce and Time, and therefore the quality of the output can be reduced? Is it really so difficult to understand that you want the horse to be good while also refusing to feed it grass?
4. One of the company's senior executives is extremely devoted to COSTDOWN. Regardless of whether it's EVT or DET, the testing equipment available to everyone is pitifully scarce. If we genuinely want to do things well, RD, UE, and QA should all be allocated enough equipment. Is everyone really that confident in the CODE they write and the flowcharts they draw? So this is what product development is like. Even clients in my previous contract projects weren't this casual about things. This is the first time I've seen something like this...
5. Fine, we don't have a PM. But I don't understand how meetings can be solely about stating problems, without assigning deadlines or tasks. Everyone at this company seems to love holding meetings, but very few people actually get the work done afterward. Am I the only one who isn't suited to being a salaried wage earner?
6. Once a FEATURE is completed, neither the project owner nor the UE manager conducts acceptance testing, and then we just keep changing it over and over. I only want to ask one thing: “Changing it isn't a problem, but the changes need to have a goal. What are the objectives and acceptance criteria for the changes?” No one answers when I ask. Perhaps my level of cultivation is simply too shallow...
There are no shortcomings; these are all distinctive features.