Developer on Call
While I agree developers should be responsible for their work, I&#x27;m very wary of &quot;Why Developers Should Be On Call&quot; going the way of the whole &quot;open-office layout&quot;. Fast spreading, but abused by many companies to optimize for the bottom line without much care for anything else.<p>I recently had an incredibly dystopian experience around being on-call as a developer, and while I know for a fact that&#x27;s not the norm, it&#x27;s enough cause for concern to share my experience with others in hopes companies that choose this are held to higher standards and processes.<p>I joined a company in Vancouver early this year, that I will call company X. Company X is a well known name in the U.S for real estate&#x2F;property search&#x2F;etc. I was hired onboard to help transition a good chunk of their dated front-end code and help champion the direction of the front-end for various product teams in the company. Turns out the front-end was a giant amalgamation of a couple things: Dust.js, jQuery, bits of really poorly written React.js, all hooked up with and plugged into Node.js rendered server-side pages. An immense amount of UI bugs and regressions would appear whenever anyone haphazardly made a change to a seemingly unrelated component&#x2F;page. Multiple efforts over the years were made by various people to &quot;take the lead&quot; on coming up with a shared UI&#x2F;component library that was to be used across the various teams and products, but the components themselves were very buggy and lacked clear, consistent design patterns or input from UX&#x2F;UI designers. This caused most of the teams to resort to building their own variations of similar components, with little effort to contribute back. This would continue over a couple iterations until someone else came up with the genius idea to build a share UI&#x2F;component library...you get the idea. To actually develop and make changes on the front-end was even more archaic. The various products owned by the teams occupied a portion of the site, and were all hooked up by a build harness that someone had created. Only one person really knew how the harness worked, you needed to be able to connect to a specific machine to even just load the site navigation or anything, for that matter. There was a whole week or two where this wasn&#x27;t possible, and productivity slowed to a crawl. Interestingly enough, the version of the harness that various teams were running were also different and out of sync. So you&#x27;d run the harness and wait some 3 minutes to test any little change, but no other pages nor products worked, so if your feature required integration with various other products, you were in for one hell of a ride. On top of this, a lot of the front-end code was written by developers that weren&#x27;t well versed in building front-ends for web applications. Needless to say, the codebase was largely an entangled mess of different ideas, state management strategies, polluting of the global namespace, front-end libraries, duplicate code, hacks, and nuances. Some 2~3 years prior to my joining, the company had a mass exodus of developers -- apparently the place is rife with political turmoil amongst various directors and departments, too.<p>Prior to joining, I was explicitly told there was no on-call. Some 3 or so weeks after, there was talk about &quot;testing Pagerduty&quot;. Very quickly, every developer on the product teams were required to be hooked up to Pagerduty and be on a recurring schedule. This is what that looked like for my team: 2 developers would be on-call on any given week, for 2 straight weeks. The intern, contractor, and Principal were excluded. This meant that as 1 of the 4 other people on the team, you&#x27;d be on-call 24&#x2F;7 for 2 weeks every 4 weeks. How were the escalation and notification policies setup? When any error occurred, you&#x27;d get an app notification from Pagerduty, immediately followed by a text message, and a phone call. If you did not acknowledge within 3 minutes, it would text, phone, and notify again every minute until 5 minutes. At the 5 minute mark it would call the other 2 developers. No ack in 15 minutes -&gt; Principal + Manager, next 15 minutes -&gt; Director. My manager had 2 teams under him, and at one point he got an escalation from his other team. Saying he was unhappy would be an understatement -- a large number of hours and meetings over the next couple weeks were put in place to come up with a plan to make sure it never happened again and to keep people accountable.<p>Frequency of on-call rotation and overly aggressive escalation policies aside, there were other major issues. Traditionally, the products&#x2F;services were all part of one large monolithic application. At some point in the past 2 years, there was a big push towards microservices. However, there was no API versioning, no proper logging or much ability at all to track where an error originated from. Despite using microservices, deployments were a coordinated effort every Thursday, along with code freeze and multiple rungs of approval from PMs to Directors&#x2F;VP. Unfortunately, the team I was on was in charge of the CRM portion of the product, which was the most commonly used feature and had many integrations with other teams. This meant that for many teams, their errors would only bubble up through our front-end, where Pagerduty would be triggered for our team. In order to make the alerts stop, there were a number of hurdles. Firstly, there was no way to snooze some of these alerts as they weren&#x27;t identified as identical errors even though they were. Secondly, locating the root of the issue was often extremely difficult, between the broken build processes and fragmentation. Thirdly, as APIs weren&#x27;t versioned and deployments were done once a week as a concerted effort, fixes would not land until at least the next week, at best.<p>There were multiple times when I was on-call that I&#x27;d be woken up multiple times at incredibly inconvenient times: 2am, 4am, 5am, any day, didn&#x27;t matter. Pagerduty bombardment came frequently. One day in particular I was at my desk trying to get work done and my phone went off some 13 times in 1 hour, all first alerts, and for the same issue. The cause? One of the teams was in charge of maintaining a set of APIs around Twilio, and pushed an update that caused constant errors everytime someone made a call. Obviously, this surfaced through our team instead of theirs. There was no rollback or anything to address this immediately. After tracking down the root cause and making the team aware, they had to prioritize the issue so it could get a resolution. The fix took just over 3 weeks, during which time all our team could do was put up with the pages and dismiss them.<p>I&#x27;d expressed concerns around how Pagerduty would be put into place prior to all this happening, and during. Throughout, the response from management was very clear: tough luck, deal with it or get out (in more words). Multiple members on both my manager&#x27;s teams (amongst other teams) expressed discontent and frustration, many talks were had, and all fell on deaf ears. To top it all off, there was zero compensation, both monetary and time off. Myself and another colleague left, yet another transferred to a different part of the company without Pagerduty, and now another mass exodus is in full swing. Even the new contractor decided to get out well before his 8 months was up.<p>Overall it was a horrid experience, an incredible waste of everyone&#x27;s time, productivity, health, and money. I&#x27;d hate to see this type of paradigm proliferate in the industry without due diligence and care around the whole practice. All I have left to show for it is my body in a constant state of anxiety, as if I&#x27;m still on 24&#x2F;7 Pagerduty.