/Management

Fulfilling The Promise Of CI/CD

- Charity Majors tl;dr: "The time elapsed between writing and shipping is the room temp petri dish where pathological symptoms breed." Focus relentlessly on the length of time between when a line of code is written and deployed to production. Fixate on shrinking this interval as it forces us to do the right things - write small diffs, review code quickly, etc.

featured in #222


Make Boring Plans

- Camille Fournier tl;dr: "Novel technology deserves boring plans." Exciting visions come with unpredictability. Strategy that executes this vision can be stressful if it starts and ends with the vision alone. "Contrast this to the team that turns that vision into boring plans" e.g. start with a small proof of concept so you can learn the process.

featured in #222


How To Stop Endless Discussions

- Candost Dagdeviren tl;dr: Candost uses the Request For Comments to stop such discussions. Proposals are written in the NABC format (need, approach, benefits, competitors) comments are given within a timeframe. This steers away from seeking consensus, is valuable for the author's own thought process & creates solutions based on facts.

featured in #222


Maximizing Developer Effectiveness

- Tim Cochran tl;dr: The primary reason for low effectiveness is working environment. "There are too many new processes, too many new tools and new technologies" increasing complexity and friction. Tim contrasts a day in the life of both a high and low effective environment, and recommends optimizing key feedback loops.

featured in #221


No Meetings, No Deadlines, No Full-Time Employees

- Sahil Lavingia tl;dr: "We got here on accident, not some grand plan." After laying off his employees, Sahil cared more about "freedom" instituting "a no-meeting, no-deadline" culture. He hired contractors who "saved the company." This way of working has grown to 25 contractors and $11 million in annualized revenue.

featured in #221


10x Developer: Work -> Knowledge -> Work

- Jessica Kerr tl;dr: "The most productive developer on a team is usually the one with the most knowledge of the system." This compounds - knowledgable developers are chosen for more tasks and accrue more knowledge. To counter this, assign work to the least busy person for training, use pair and ensemble programming.

featured in #221


An Inside Look At How Figma Ships Product

- Yuhki Yamashita tl;dr: Yuhki guides us through a new product roadmap doc and process. Meetings start with a silent review of the doc. Then the team (1) vote for certain topics to be discussed, (2) reflect on recent launches, (3) team leads complete weekly updates, (4) wins are celebrated.

featured in #221


Nine Leadership Lessons 2020 Gave Us

- Ally MacDonald tl;dr: (1) Prepare for and adapt to increased turbulence. (2) Reorient your road map With sensemaking. (3) Put care at the center of leadership, and more.

featured in #221


Manager OKRs, Maker OKRs: How Early Stage Startups Should Think About Goal-Setting

- Hunter Walk tl;dr: Many startups adopt Google's quarterly goal setting. This puts makers (engineers) on a managers schedule. A startup should (1) focus on what's being built in month ahead, (2) work towards a product vision a year from now and (3) maintain a "narrow grasp on what you actually want to measure quarterly."

featured in #220


So You Want To Be An Engineering Manager

- Sergii Zhuk tl;dr: Sergii shares his views on "how engineering management is different from software engineering, and what success look like." You don't code anymore. You become the "people person," and your focus is the growth of others, the product, hiring and selling, and time management.

featured in #219