Value-Added-Clown (VAC)

A recent IM conversation (names changed to protect the innocent)

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BILL says:
I have a couple of developers working for me and I'm not terribly impressed with their abilities thus far.

BILL says:
I'm working for XYZ Finance Company

Jeff Schneider says:
*use opportunity to learn more about Finance software*

BILL says:
they were wanting to use SWT as their UI technology

Jeff Schneider says:
screw SWT and UI

BILL says:
is there something to gain from learning about finance software?

Jeff Schneider says:
learn finance domain

BILL says:
SWT blows

BILL says:
what is the advantage that I should be looking at with Finance domain?

Jeff Schneider says:
Business domain is more important than changing technology

BILL says:
yeah, I'm figuring that out

BILL says:
from a manager's POV, how should I approach my manager to tell him I don't think my developers are cutting it (if I perceive that)

Jeff Schneider says:
value is a function of cost over output

Jeff Schneider says:
make sure you know what the cost are before determining value

Jeff Schneider says:
(you see output)

BILL says:
you mean cost of bringing in new developers and getting them up to speed?

Jeff Schneider says:
if he's paying $4/hour for current people than you may be giving him bad advice

BILL says:
true

Jeff Schneider says:
don't advise until you know costs

BILL says:
aha

BILL says:
since I don't know their rates, I can't make that call then

BILL says:
right?

Jeff Schneider says:
yep - but feel free to ask

BILL says:
is that something they call tell me?

Jeff Schneider says:
sure

Jeff Schneider says:
you should also ask the manager if he/she wants your input on such items

BILL says:
what other info should factor into that decision?

Jeff Schneider says:
(output, quality, etc)

BILL says:
it has been relayed to me that I should advise on such matters so I assume that is a responsibility for me

BILL says:
but I should assume nothing

Jeff Schneider says:
if mgr doesn't want to tell then tell him what the perceived bill rate of person is "I'm guessing that your paying about $35/hr for Balu - - which seems appropriate..."

BILL says:
ok

BILL says:
you tell me if this would be a warning sign to you

BILL says:
I asked one to write a Java2D demo (as a replacement for a flash module) that was a simple graph that when values were changed, the graph adjusted)

BILL says:
he proceeded to download sample code from Sun and paste it and tried to modify it (this was after he told me he felt very comfy with Java2D)

BILL says:
would that be a red flag?

Jeff Schneider says:
maybe - but not necessarily...

BILL says:
what would your thoughts be?

Jeff Schneider says:
1. I'd assume person lied about expertise in the technology (people always do)

BILL says:
oh yeah, I had to help him get a demo going cuz he couldn't figure out his compiler error (tried to instantiate an anon inner class from a main)

Jeff Schneider says:
2. I'd be more concerned about ability to get up to speed and then get dedicated to knocking it out

BILL says:
yeah, I've already figured out that they lied

Jeff Schneider says:
3. Then concerned about willingness to refactor until the design was correct (on his own dollar)

BILL says:
would you say micromanagement is going to be my best bet at getting this delivered as it should be?

Jeff Schneider says:
no, but tight iterations would be advised

BILL says:
yeah, weekly code reviews a good thing?

BILL says:
I'm already drawing up a standards doc as a guide

Jeff Schneider says:
sure, lots of builds, demos with mgmt, etc

Jeff Schneider says:
Visibility = "Putting glass box around large turd."

BILL says:
hehe

BILL says:
kewl

Jeff Schneider says:
your first duty is to make them succeed though

BILL says:
right

Jeff Schneider says:
more times than not, you'll end up with Bozo's on your team. Great engineers are ones that can turn clowns into productive team members

BILL says:
guess that would be a good test of my ability ?

BILL says:
hehe

BILL says:
how yucky

Jeff Schneider says:
yep - but that's what separates the pack

Jeff Schneider says:
give mgmt visibility while backing clowns
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So, I really believe the advice that I gave to *Bill*. Any jack ass can throw another incompetent engineer under the car. The manager should have visibility into *suspect* engineers, but until a *suspect* is proven guilty, it is the job of the more senior engineer to make the rest of the team succeed.