Estimating Software Projects: Breaking Down Tasks
- Jacob Kaplan-Moss tl;dr: Jacob describes his process: (1) Begin with a list of tasks or sketch. (2) Think through the steps you need to take to accomplish that task and write them down. Don’t worry about completeness. Each pass just needs to expand on the previous one. (3) For each item, ask the following: Do I understand what change is desired? Do I understand what “done” looks like? Can I define all the steps I would take to get to “done”? Do I have all the information I need? If the answer is “no”, take that task and break it down further using this algorithm again. (4) Repeat until all tasks are sufficiently broken down.featured in #497
How To Give Actionable Feedback On Work Output
- Wes Kao tl;dr: “Super Specific Feedback is extremely concrete feedback primarily on work output. The goal is to strengthen the work product to get it closer to ship ready, and to help the feedback recipient improve their craft and judgment over time.” Wes provides 16 ways to give actionable feedback, starting with: (1) Get “permission” and sell why getting lots of feedback benefits them. (2) Explain the “why.” (3) Avoid the shit sandwich i.e. be intellectually honest and direct, and support it with evidence. (4) Share positive feedback so they know what to continue doing. (5) Aim to be tactical, actionable, concrete, and specific.featured in #496
An Engineering Leader’s Job Search Algorithm
- Kevin Conroy tl;dr: Word document written by Kevin, an Engineering Manager at Meta. “This outlines the algorithm I’ve used for my job searches. It’s not perfect. There’s no one right way to do this, and your mileage will vary. However, I’ve tried to capture the common elements and rules of thumb I’ve picked up over the years in the hopes that it will help someone else through what is all too often a very stressful process. I hope you, too, can overcome the imposter syndrome and anxiety you might have to get a job that you love and pays you what you are worth (or more)!”featured in #496
How Capable Leaders Navigate Uncertainty And Ambiguity
- John Cutler Tom Kerwin tl;dr: “What do leaders who are skilled at navigating complexity know how to do? What do they do differently? What would you observe if a leader had these skills?” The authors asked these questions, and answered them using general behaviors they’ve observed first. These include: (1) Accepting they are part of the problem and have contributed to the current situation. (2) Encourage new interaction patterns and not simply remove individuals. (3) Patient divergence by resisting the urge to converge on a path forward prematurely.featured in #495
An Engineering Leader’s Job Search Algorithm
- Kevin Conroy tl;dr: Word document written by Kevin, an Engineering Manager at Meta. “This outlines the algorithm I’ve used for my job searches. It’s not perfect. There’s no one right way to do this, and your mileage will vary. However, I’ve tried to capture the common elements and rules of thumb I’ve picked up over the years in the hopes that it will help someone else through what is all too often a very stressful process. I hope you, too, can overcome the imposter syndrome and anxiety you might have to get a job that you love and pays you what you are worth (or more)!”featured in #495
A Technology Leader's Non-Technical Reading List
tl;dr: “I’ll share my personal favorite reading materials that have helped me think about leadership, management, people and technology.” There were a few main themes that drove the authors interest notably books that display different examples of management, people working together and those that challenge the author’s current world view.featured in #495
Parkinson's Law: It's Real, So Use It
- James Stanier tl;dr: “When you are asking people to do something, lead with a recommendation of when it should be done by. Be explicit about this, but open to negotiation. It's such a simple technique, but when you compound its usage over a year at a big company, you will be amazed at the difference it makes.” Parkinson's Law states that "work expands so as to fill the time available for its completion" and, by setting aggressive deadlines, James discusses how leaders can leverage it.featured in #494
5 Lessons I Learned The Hard Way From 6 Years As A Software Engineer
- Jordan Cutler tl;dr: (1) Bring solutions, not problems. Focus on showing how you are there to support the team that needs the help. (2) Clean code isn’t the end goal. Collaborating effectively with your team is more important. (3) Team outcomes are greater than individual outcomes. What you spend your time on should be directly correlated with what will bring impact for the team. (4) Adapt to your manager. Understand how to adapt to your manager’s style and goals to see the best collective outcomes. (5) Influence isn’t about wording. Focus on building relationships with a foundation of trust.featured in #494
Productive Compliments: Giving, Receiving, Connecting
- Kent Beck tl;dr: “At it’s best, a compliment is a warm fuzzy. Receiving or giving a compliment blesses the day. At it’s worst, a compliment is a naked power play, an assertion of dominance. Giving and receiving compliments are not natural skills. This article summarizes what I’ve learned about giving and receiving compliments so far.” Kent provides specific and actionable advice around the semantics of human connection.featured in #493
Guide To Leading Meetings For Software Engineers
- Jordan Cutler tl;dr: (1) Before the meeting: Figure out the outcome you want to achieve by the end of the meeting. Invite people based on that outcome. Send a message or tag in the channel about the meeting invite and the purpose. Add a meeting description so everyone knows what it’s about. Start the meeting description with, “The goal of this meeting is…” (2) During the meeting: Start the meeting off by reiterating the expected outcome and goal. Respectfully keep the meeting on track pointing to the goal. Make sure everyone feels heard throughout the discussion. (3) After the meeting: Document all important points. Post a summary of the points and action items along with dates and responsible individuals.featured in #492