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I am not good in trading. Earlier had some with motilal oswal, have to check it's status and close as Citi does not permit trading outside I guess.
Since I recently joined Citi, Now I want to learn and do trading inside citi. I really want to master this skill ..
Please guide me on this.
Thanks in advance Citi India Cognizant Infosys Tata Consultancy
Is firm travel back up to pre covid levels?
Is Visa a stingy company?
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Thoughts on Mindshare Chicago?
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Please evaluate this initial offer for Apple ICT3. I think I was low balled, but I want to take more opinions. Currently Sr. MTS at VMware, received Apple ICT3. I was expecting to get to ICT4 but seems like team thinks upper end of ICT3 is more apt. Also, I think it is because I don’t have any counter offers yet.
Received offer
Base: 185k
Sign on: 40k
RSU: 160k/4 years (Here is where I think it is low)
Location: Cupertino,CA
Current TC
229k
YOE: 3.5 years US / 6.5 overall(similar roles)
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You would rather respond to slack all day to unblock people than a 20 min call? It may not be a blocker for you, but for others it could be (either they are not as good or they are unaware of the process). That is kinda the entire point of standup, as you don’t work in an environment where everyone is equally informed or capable.
If your problem solving is interrupted by 20 mins, and you think it will be solved by sending messages on slack all day - you are a classic IC.
I am adaptable when it comes to standup meetings, be in through video or giving updates through slack. I do somewhat agree with OP because there have been instances at my work in which a couple of my coworkers tend to overly provide details that could either be provided through an async call or message on Slack. However, I am a genuinely believer that standups are important in ensuring teams are aligned in what they need to do
Preach! Fully agree. It gives the PMs a performative reason to look like they’re important when they are really just interrupting the team’s productivity.
Lower managers want daily sound bites to feed their managers who roll it up to their managers to make all the middle managers feel like they’re doing something of value
Ultimately, it boils down to whatever works best for different companies. There are async companies that do no meetings and run all their updates through messages, boards etc, and there are companies that are very meeting-heavy.. there's a scale.
If you're made to do stand ups, my hope would be that there's a good reason and that it benefits everyone in some way.
I work at a small startup where I run a daily standup which we usually keep to ten or fifteen minutes, and the whole company attends. We do that because it's really beneficial to us and it helps maintain the feeling that we are all one team. It also helps massively with communication across the business.
There is no 'one size fits all' when it comes to process. Unfortunately - especially with very large companies - the 'why' can be lost and people end up ticking boxes. I think in some cases it's also done because managers think they should be done - even if they're not providing value.
But none of this stuff should be prescriptive. Teams should be able to run with whatever works best for them and the business.
So, BE1, I actually agree with you on certain aspects of the standup meeting, but here are some issues with simply asking on Slack or even not having a meeting.
- Timing and relevant information need to be stated earlier to develop or at least progress the project. We need to provide stakeholders with up-to-date, relevant information
- Sometimes, dev teams don’t provide updates at a normal interval, so having a set meeting cadence ensures we get updates at known intervals
- lack of comments, especially in whatever project tool you are using, or at least some feedback loop to ensure the project is still on track and we are staying ahead of issues or risks. (We don’t get that all the time, or at least consistently, so we literally have to disturb the team and ask questions about it)
- If you are a dependency for another project or effort that you are not aware of. Depending on the interlining projects, your particular output, product, or task may be considered a derailment if it’s not completed within a specific time.
- and last, but certainly not least, we are literally shielding you from everybody else asking you the same question from different streams.
As I stated before, you may be a dependency on another stream or project. Unless you want those stakeholders, as well as other team members from different teams, asking you the same question, we need to be able to pull that information from you and report it, shielding the dev team and keeping them in flow.
Hopefully, this helps you see it from different points of view, as well as from others on your team.
What is a "blocker"? Thanks
I do agree that the daily scrum standup is ruining everyone’s flow. I understand the goal for the standup like teamwork and making sure nobody is behind on important things, but clearly the result has everyone experiencing severe burnout because the human brain cannot function where it has to attend all these meetings, while doing deep work.
Anyone part of a scrum team is intelligent enough to know it is micromanagement and from my experience, these projects say they are highly urgent and need to be done immediately, but their attitude says otherwise.
Remember: if everything is a priority, then nothing is a priority.
Blockers are the unfortunate byproduct of idiosyncratic folks who either don’t know who can help, or are not asking the right person for help.
If a blocker is due to permission that wasn’t granted, it’s not a blocker. If a blocker is due to standards or governance exception that keeps on getting rejected, it’s still not a blocker, but rather a headache for the management, not the engineer / developer.
None of the above needs to be droned in meetings. Why do we have a chain of command if all these meeting regurgitating the same thing?