As a concept, I don't mind support, but I switched from IT into Engineering to get away from the bottom tier of support after performing the duty for the entirety of the 2000s.
Having Sunset projects pulled off the shelf
In 2018 the company I was working for was acquired. The project I had been leading was discontinued in favor of a competing project with a more favorable tech stack. Personally, I was relieved because it allowed me to dodge the tech debt that had begun to pile up in the project, and I used the opportunity to dictate what I wanted to work on next. Unfortunately, the CEO decided to pull the project off the shelf a few months later to appease one of the company's largest customers.
Thankfully, leadership opted to hire contractors to pick up on the discontinued project, but it was a few stressful days before that choice had been decided.
Customers
Simply put, some customers end up being assholes, either taking up a disproportionate amount of time or by belittling those who they communicate with. When you're just a member on a team and not in charge of the product, you can't fire the customer for their bad behavior.
Poor Performers
It can be very frustrating when you have team members who are poorly performing and impacting your workflow. This could be a fellow engineer, but it could also be a product manager, customer support, or QA. I've nudged leadership on more than one occasion in the past to hold poor performers accountable in order to stabilize the team and manage expectations.
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Support Rotations
As a concept, I don't mind support, but I switched from IT into Engineering to get away from the bottom tier of support after performing the duty for the entirety of the 2000s.
Having Sunset projects pulled off the shelf
In 2018 the company I was working for was acquired. The project I had been leading was discontinued in favor of a competing project with a more favorable tech stack. Personally, I was relieved because it allowed me to dodge the tech debt that had begun to pile up in the project, and I used the opportunity to dictate what I wanted to work on next. Unfortunately, the CEO decided to pull the project off the shelf a few months later to appease one of the company's largest customers.
Thankfully, leadership opted to hire contractors to pick up on the discontinued project, but it was a few stressful days before that choice had been decided.
Customers
Simply put, some customers end up being assholes, either taking up a disproportionate amount of time or by belittling those who they communicate with. When you're just a member on a team and not in charge of the product, you can't fire the customer for their bad behavior.
Poor Performers
It can be very frustrating when you have team members who are poorly performing and impacting your workflow. This could be a fellow engineer, but it could also be a product manager, customer support, or QA. I've nudged leadership on more than one occasion in the past to hold poor performers accountable in order to stabilize the team and manage expectations.