Recently, I’ve met some software companies where, even in the very early stages with fewer than 8 in the only backend team, they have opted to separate the functions of infrastructure from the general development.

This separation has led to the establishment of an SRE/Infra/Platform Team focused on long-term planning. Despite consisting of only 1 or 2 members, this team operates as an independent entity.

隨筆記錄一下這段時間倫敦租屋找房的各種經歷，體感上相較於台北困難的多，尤其是面對更大的競爭壓力下，不可能在看完所有有興趣的房子後再決定，大概在一天內就必須以有限的資訊對仲介提出 Offer。

感覺主因是倫敦比台北大得多所以房源分佈更為分散，或是台灣太多屋主改建分租套房來撈錢，不想養車的話就只能貼著大眾運輸工具來找，比如公車站密集處、地鐵站、輕軌站等，導致整個更長的交通沿線上更大量的人爭奪有限的房源。

在如今專業化分工逐漸成熟的軟體業中，編制與招募依照職能劃分已是司空見慣，而某些團隊中可能為了消化較多樣的業務，也有培養成員成為不同領域專家 (Domain Expert) 的文化。能夠盡可能提高研發角色的工作內容的同質性，提高效率的同時有助於專業累積固然是好事，但同時也會讓知識落差的問題更加明顯。

如果你不是那萬中選一熱愛工作的優質員工的話，我相信我們或多或少，都曾經或著即將會與職業倦怠有些交集。即使在不同國家、不同職業、不同年資之間有樣本數或形式上的落差，也沒有必要因此被刻板印象定義自己的狀態。

統計數字終究只是有助於旁觀者理解而已，遠不如多花點心思了解自己來得實際，即使我是唯一一個做軟體工程師做到職厭倦怠的人，我仍會想找個機會談談這段經驗。

Tech debt can be considered one of the most significant cognitive gaps between eng roles and others within software companies, and it often becomes a major obstacle in project communication and execution.

One major reason for the difficulty in reaching consensus among different roles is its abstract nature. Therefore, we need clear metrics to attach more concrete meanings to statements like “taking too long,” “difficult to implement,” “unstable,” and so on.