Workplace reviews and discussion: 凌誠科技股份有限公司

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The store is full of mature apps. Have you never used any of them, or what? Are you still living in the Stone Age?

Some people understand after one or two explanations, while certain others still do not understand after four or five explanations. In the end, the conclusion is always that “PGs are difficult to communicate with.”

One person who was promoted to PM has a lot of rules. When a problem is discovered, it cannot be fixed directly; we have to wait for them to discover it themselves before dealing with it. How long are we supposed to wait?

They are even “so capable” that multiple PGs from other teams are needed to support their projects.

The project team may think PGs have too much time. Requirements can ask for A today, change to B the next day, and then change to C a few days later. Even the planning has to be done by PGs.

Some projects have even become a matter of doing whatever the client says, without considering technical feasibility or subsequent maintenance costs at all.

Some work items only have a title and no details, so PGs have to figure them out through clairvoyance. They even want to interfere directly in how PGs design and develop things.

Under this management model, they keep pursuing development speed while ignoring design quality, so it is no surprise that the technical debt can never be cleared.

Even problems with their own operating methods are treated as bugs. That is really something.

One team, however, is accustomed to cutting in line to handle its work, while cases from other teams are left to rot, as if the entire company has to operate around them.

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Before starting any new feature, we have to dig up the bugs left behind from the past.

What is amazing is that the features were developed by someone else, yet all kinds of problems gradually appear after release.

We repeatedly clean up problems left by predecessors. After rapid development, it may look as though something has been delivered, but in the end it still has to be scrapped and redone.

The former development manager still rated colleagues like this highly. No wonder the same problems keep recurring.

It turns out that people who “create problems” are called diligent, while those who “solve problems” are called people who are not working.

Some systems cannot even pass review, yet a great deal of time is spent rewriting the entire project architecture.

On multiple systems and both platforms, the same place can display different screens and produce different results. I do not know how the PMs and development managers are keeping things in check.

Broken pages keep appearing in the production version, and this is called a complete system.

The former development manager only listens to the project team. The many problems within the team’s projects have remained unimproved for a long time.

They may even forget the names of their own team members, making people wonder whether they are truly involved in team management in the first place. They really are “focused” on their work.

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The test environment is fine, but a large number of problems appear after release. The production version really is like a test version, and even dirty data appears.

Every day is spent either fixing bugs or communicating about them, followed by turning around and criticizing PG development efficiency.

Overtime cannot be requested for fixing problems; employees have to squeeze in their own time to deal with them. Do all the good deeds and make the virtue complete.

System optimization and maintenance are always “something to discuss later.” As long as the deliverable can be produced, that is all that matters; otherwise, we have to negotiate additional fees with the client before handling it.

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I never expected PGs here to be responsible not only for development, but also for system analysis and for acting as babysitters to manage the emotions of certain giant babies.

People come to the IT industry without needing to understand systems, yet they keep asking basic questions and making PGs explain things over and over.

I suggest the project team develop everything themselves. They can do whatever they want; who needs engineers?

After all, no matter how much advice engineers give, it is ultimately treated as words falling on deaf ears.

Some people only know how to be strict with others while being lenient with themselves, specializing in picking faults in others.

They use an entirely different standard for their own work, and still have time to privately fool around with various pointless matters.

They turn simple tasks into complicated ones. What great efficiency—that is what “working diligently” means in the eyes of senior management.

Some managers are more like mascots. After all, just leave the difficult problems to senior colleagues. They are really good at delegation.

They usually only listen to the project team’s opinions, yet lack an understanding of the actual situation of their own team members and the projects they are responsible for. Truly impressive.

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Many people can only work overtime on their own until the early hours of the morning, and some are still online handling problems in the middle of the night. This happens in both projects and development.

Applying for overtime is easily met with criticism from managers, as if handling problems during working hours were not diligent enough.

Some people like to treat exploitation as training. Over time, it becomes normal, but the company may not thank you for your efforts as a result.

Everyone is on the same team, yet they operate like independent entities. Differences in understanding between projects and development easily arise, and there seems to be no sense of team cohesion.

This is what they call company culture, teamwork, and communication. Some people even strongly identify with this culture. All I can say is, I admire them.

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Those apologists must be working really hard. Perhaps they could write more whitewashing achievements in the performance Excel sheet; after all, at your company, you have to fight for your own raise.

Finally, whether you are a PG or want to work in project management, I suggest that anyone considering joining think it over carefully. It is very easy to become emotionally drained here.

No one will tell you what kind of mess the project really is. After taking it over, you can only investigate the past yourself and figure things out through clairvoyance.

If the work environment is really that good, why can’t it retain people?