Thursday, April 12, 2007


My new pet peeve is overspecialization.

My esteemed employer emphasizes (at an institutional level) hiring top talent for very specific positions. I, for example, was hired as a SQL Server 2000 Developer. I took an extensive test that asked all kinds of very specific SQL Server 2000 questions. Fine, I know SQL Server, no problem.

Then I start work and find out that we're not supposed to touch any low-level SQL stuff because we have a DBA Team for that. Oookay, I'd rather do these things myself rather than break my train of thought to email somebody, and then wait for them to do something, but I'll give it a shot.

The first time I had to interact with the DBA team was over an issue with our backups. They weren't working. The DBAs have this dramatically complicated procedure that they install on every SQL Server that goes back and retrieves server metadata from a central DB and then dynamically creates a command to back up your databases. Great, except that it's not flexible enough to keep 3 days worth of backups, which is what we wanted. So they had a DBA Team member write a customized version of their stored proc that would add a timestamp to the files and then delete the old ones after 3 days.

Except it didn't work. I won't go into exactly why, but there were 3 different bugs within a relatively short stored proc. So I took it over, re-wrote it from scratch, and now it works fine, completely independent of the metadata repository which wasn't gaining us anything anyway.

Why did this happen? Because the guy spends all day every day installing SQL on new servers, installing SPs on old ones, setting up replication, and troubleshooting deadlocks. And he's probably been doing this for years. Even if he once was a great developer, skills (like brains) atrophy if unused. Which is not even his fault, because his job is designed to make him really good at the few things he does and not let him do anything else.

This causes problems not only for the individual, but for every team. I'm of the opinion that each team should be capable of functioning as an autonomous unit. If you need an outside expert occasionally for some piece of knowledge completely outside of your usual purview, fine. But a team with the skills to accomplish most dev tasks on its own can stay in high gear during development, instead of moving in fits and starts every time it has to beg somebody else to do something.

Getting back to the individual: of course a broad range of skills is a good thing! For me, learning new skills is one of the main things that keeps me interested in a job. Also, every time I interview somebody who has done one thing for his whole career, I have misgivings about hiring him, because

a) who knows if he can do anything else?
b) he has nothing extra to contribute to the team
c) having only specialized knowledge reduces your creativity when it comes to sticky problems

My favorite part about CapIQ was getting to work on everything, and in fact one of the reasons that I left was that I felt I was getting pigeon-holed into being just the DB hardware guy. Little did I know that other offices could be much more restrictive...

1 comment:

Dan McKinley said...

I'm convinced that the majority of tech jobs in New York are meat grinders designed to turn kids who don't know any better off of developing software. I never thought I would be grateful to have graduated in a bad economy and failed to land the I-Bank job I thought I wanted, but here we are. Everyone I know that did get one has changed careers by now.

Also, the odds of me applying for a job that demands skills in a particular technology is zero at this point. I consider it to be a red flag--albeit an extremely widespread red flag.