featured in #502
featured in #502
Using Metrics To Measure Individual Developer Performance
- Laura Tacho tl;dr: Laura reframes this into another question that leaders need to ask to evaluate reports: “what data are you going to use to evaluate my performance?” Her high level advice, which the article dives into: (1) Determine how you want to measure performance first, then find metrics to measure what's important to your company. (2) Focus on outcomes over output, using output metrics mainly to debug missed outcomes. (3) Watch out for metrics encouraging the wrong behaviors. (4) Metrics alone aren't enough - you still need active performance management and feedback.featured in #502
Using Metrics To Measure Individual Developer Performance
- Laura Tacho tl;dr: Laura reframes this into another question that leaders need to ask to evaluate reports: “what data are you going to use to evaluate my performance?” Her high level advice, which the article dives into: (1) Determine how you want to measure performance first, then find metrics to measure what's important to your company. (2) Focus on outcomes over output, using output metrics mainly to debug missed outcomes. (3) Watch out for metrics encouraging the wrong behaviors. (4) Metrics alone aren't enough - you still need active performance management and feedback.featured in #501
The Five Principles Of Modern Developer Tools
- Sam Seely Chris Bell tl;dr: Engineering teams are increasingly outsourcing non-core, yet critical parts of their stack to third-party vendors. This post delves into the challenges and emerging solutions of using third-party services in your stack. It discusses five key principles of modern developer tools: code-based resource management, source control management, rich type definitions, CI/CD integration and managing tools as part of your deployment lifecycle.featured in #501
How To Talk About Deadlines At Work
tl;dr: For both managers and direct reports. For managers: (1) Encourage your team to be honest about timing, especially high performers. (2) Temporarily “over-correct” to convince your team it’s safe to push back, celebrate their behavior when they do so. When they feel comfortable, become tactical. For reports: (3) Speak up at the first sign that you might miss a deadline. (4) Wes shares scripts of what to say. (5) Suffering in silence is not useful.featured in #501
How To Talk About Deadlines At Work
- Wes Kao tl;dr: For both managers and direct reports. For managers: (1) Encourage your team to be honest about timing, especially high performers. (2) Temporarily “over-correct” to convince your team it’s safe to push back, celebrate their behavior when they do so. When they feel comfortable, become tactical. For reports: (3) Speak up at the first sign that you might miss a deadline. (4) Wes shares scripts of what to say. (5) Suffering in silence is not useful.featured in #500
How Uber Tripled Developer Productivity And What You Can Learn From That (Video)
- Debo Ray tl;dr: In 2016, as Uber’s engineering team grew beyond the hundreds, things started to break. Velocity averaged 1PR/developer / sprint. Production wasn’t doing well either. Over the next 5 years they introduced many changes and tools like Cerberus, SubmitQueue and DevPod to triple productivity. Many companies today are Uber in 2016 so Debo and Mihai, early Uber engineers, decided to share their story.featured in #500
An Evolutionary Approach To Staffing Software Product Teams
- Patrick Roos tl;dr: “A common pitfall that many companies face is the temptation to staff a product team quickly and from scratch with a large number of mostly external developers.” Phase (1): Lay the Foundations with a minimal team i.e. 1-3 entrepreneurial engineers and domain expert (2) Expand with precision: 1-2 engineers who match the culture and work ethic. (3) Scale through specialized feature teams.featured in #500
featured in #499