It's not just approvals from managers, sometimes you need approval from a group of peer engineers just to create new routes in an (internal) API, or to launch a new cron job that will upload an Excel spreadsheet in marketing once a day with data from Google Forms.

Also, UX wants to see the final result on their screen before they approve your build, so before deploy you have to push into a test cluster, but there are only 10 of those, and you need to wait until one of them is free.

And of course your Jenkins server takes 2h to build and fails sometimes, so pushing small changes takes 2h because you have to babysit the build. The testing cluster above also takes 2h to build. CTO believes in engineers taking care of their code, so SRE is not allowed to handle the builds.

And then there's an average of 2h of meetings per day (I'm not including the 40 minute daily scrum because your squad has 15 people). Half of them to discuss the production incident you had because you didn't see the Slack alerts when you were in another meeting. The other half is chapter and guild meetings where you don't talk, but participation is mandatory. On Mondays you have sprint planning, so forget about coding.

Engineering fact: A 300 watt amplifier is only twice as loud (+10 dB) as a 30 watt amplifier. The same math works for engineering teams.