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Comment Re:Those aren't business decisions (Score 1) 371

I completely agree. When I moved from academics to industry some time ago, it did not take that long to understand the business side of things. Most of it is just numbers, albeit a lot more fuzzy than is common in engineering. All it takes is an interest to learn. Sure, sales requires a lot of psychology, but a bright engineer can pick most of that up as well, just takes time and careful observation. And these skills even help you to present a project outcome in a positive light or defuse tense situations.

Of course, there are people in engineering that went there in the hopes of not having to deal with people. These will never be really good except in very special positions, as usually understanding what the problem to be solved is requires understanding and dealing with people.

Comment Re:It Shows Up in the Weirdest Ways (Score 1) 371

And that is the issue: Managers do not "supervise" engineers, at least not the good ones. Good managers "serve" their engineers, and make sure they have everything to be productive. They coordinate, interface with other groups and try to solve all issues that prevents the people they work for (the engineers) from doing their jobs. As soon as managers think they are making the decisions, all is lost.

Comment And these companies do not have good ones... (Score 1) 371

Or at least they do not have them long, as the good engineers will move on pretty soon. Some of them may even successfully found their own company!

I have seen this process several times now (fortunately always from the outside): Engineers start to get disrespected, and the most agile ones leave and find better jobs elsewhere. Then the good remaining ones raise more and more issues as there are not enough good engineers anymore and issues start to accumulate. Then these people get sacked or get strong suggestions to leave as they are "troublemakers". These also find better jobs elsewhere. Sometimes at a bit lower salary, but always with a lot more job-satisfaction. There may still be a few reasonable engineers left, for example some that are overpaid. (Typical gambit in the European banking industry: Overpay them, get them mortgages for houses, and suddenly they cannot easily leave because they would trouble to continue to pay their mortgages...) Then things get worse and worse, and eventually the average engineers figure out a way to leave as well. It is that or burn-out and engineers _are_ problem-solvers. And at that point, only those that are so bad that they really have no change of getting an acceptable job elsewhere remain. And eventually, things collapse.

Don't believe me? How do you think all the current data-breaches come to pass? Or a bit backwards in time: Why do you think Citibank took 6 weeks to analyze why you could switch account numbers in their online-banking and suddenly access accounts of other people? Or how did they miss this in the first place? Or why do many (most?) large IT projects still fail?

The only difference with large organizations or projects is that the process is a slower. Disrespecting engineers is a sure way to failure. Incidentally, in many classical hard engineering projects, you have engineers in charge, assisted by business people, not the other way round.

Comment Server security still sucks (Score 1) 58

I would estimate that in the last decade, any host visible on the Internet has gotten between 10 and 100 full port-scans per year, and most not from these people but other criminals.

So let me say this clearly: If a port-scan is a risk for your server, you should
a) Fix the damned thing already!
b) If you cannot, stop administrating systems when you have no clue how to do it!

Hell, in many countries port-scans are even perfectly legal.

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