Comment by Aurornis
6 hours ago
> I don't know that anyone suggested it wasn't OK to enjoy programming.
Outside of LinkedIn Lunatics and social media engagement bait, I agree that nobody is saying you can't enjoy programming.
Of course we can all still enjoy programming. I still do some personal projects manually. It's fun and it also keeps my skills sharp.
It also makes you realize how much non-optimal stuff slips into entirely AI written codebases if you're not paying attention to the code. I can push on Opus 5.5 or Astra all day and get output that works, but when I get into the code and start processing it myself I ask a lot of questions that result in "You're absolutely right!" responses followed by having the LLM clean up what it did.
The sad part is knowing that the golden window or programming job enjoyment has closed. We had a relatively small window where software jobs paid extremely well to do work we enjoyed. My happiest career memories were working with small teams at startups where we would sit in a room together and be focused on coding for hours.
I'm sad for a second reason: The years before AI took over, my jobs had been trending away from that focused coding time for other reasons. The trend in the industry was to stuff companies full of roles like product owner, scrum master, cross-functional project managers, and other roles. These are highly valuable in small quantities with the right people in place, but at some point it got out of control. Most of the companies I was with felt like a constant circus of meetings and debates over what to build, with little time left for that focused coding work anyway. I still cringe when I remember a meeting with a CTO who explained his target ratios for engineers to designers to product managers to engineering managers to project managers where we realized software engineers were becoming a small minority on the software engineering teams. I disliked it at the time, but now I'm extra sad that my last window of possible focused paid-to-code time was spent mostly in meetings and Slack debates.
Part of the problem is that senior management in many organizations is so damn bad at, well, organizing the organization. Both the people and the software architecture. There really is something to an approach like everyone credits to Amazon: small team with a discrete product and proper architectural boundaries, communicating to other applications in known predictable ways with a proper process on both ends for making changes.
When you do that, a team can just go. Instead, in many places there's all this bullshit about "Application X is built by Team A, but Team B and C will do the QA." Or "Team D is in charge of Applications Y, Z, and Q, so they can't get to your feature request for Q this PI, because they've got high-priority work for Y and Z." So now you've self-blocked all work on Q just by screwing up your org chart. And we haven't talked about the fact that Team A is in the US, Team B is in Europe, and Teams C and D are in India, so now let's add time zone nonsense to all of the above stupidity.
You don't need as many of those ancillary roles if people involved actually understand Lean and how to run an SDLC, but in my experience, there are too many devs who don't care about anything other than slinging code and too many managers more interested in expanding their own rice bowls and looking important than in actually streamlining how stuff makes it to prod. And then you need a pile of PMs or Scrum Masters to sort out the mess.