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For Engineering Managers
For Directors of Engineering
For VPs of Engineering
Topic - 127 Stories
CTO at Outfit.io
How to Improve Collaboration Between Product Management and Engineering
This article discusses the journey of merging different organizations into a cross-functional team structure, and the two-in-a-box approach that was implemented to foster strong relationships between product owners and technical leads. It also outlines the importance of reducing focus, evaluating the impact of changes, and nurturing communication between product and engineering teams. Finally, it suggests replacing project teams with product teams to ensure that features are maintained and updated.
Engineering Manager at Reddit
Prioritizing Time as a Manager
This article describes the problem of a professional struggling to keep up with the demands of a growing team. The author adopted the MIT (Most Important Thing) framework to prioritize tasks and eventually let go of some control in order to reclaim time for higher-level tasks. Through this, the author was able to extend their impact as a manager and collaborate with other leaders. The key lessons learned were to become less prescriptive, check in less often, and say no to things that no longer have time for.
Engineering Manager at Atlassian
Tips on How to Improve Backlog Grooming Meetings
A team was having difficulty with their grooming meetings, and senior engineers took the lead to understand the requirements and groom stories outside of the main room. They introduced release-when-ready strategies and feature flags to help with the release process. They also implemented data-driven standups and encouraged team members to dig deeper to understand the root cause of the problem before bringing in solutions.
Director, Strategic Planning and Operations at Electronic Arts
Promoting the wrong person to a management position
An engineer was promoted to team lead, but was unable to handle the people side of the role. The manager took action by coaching the engineer to take a pure engineering path and taking on some of the team lead responsibilities. The manager learned to be more careful when promoting people to leadership positions, to trust their gut feeling, and to use internal resources to help managers validate their choice. If the person is not right for the job, it is better to let them go.
CEO at IT Angels
Achieving Team Scalability
The CTO of a startup was tasked with scaling from 2 developers to 10 in a year, which seemed impossible. He found a way to rebuild the product to make it easier for newcomers to enter, by cutting the product into two isolated parts and limiting its functionalities. This allowed developers to be onboarded in two weeks to a month, rather than three to six months. This experience taught the CTO that the way you build your product and structure your company can have a huge impact on scalability.
Founder at Planet Forward
When transitioning to a new company or leading a new team, it is important to consider alternatives and question whether the current process is the right one. There are a number of ways to improve processes, such as taking a pulse check on meetings and evolving processes as the company evolves. It is important to be transparent and communicate that process changes may not be perfect, but they will hopefully bring improvements. Improving processes is essential for a company to successfully scale and save time and money.
Engineering Leadership Coach at
Don’t Let Yourself Be Held Hostage by Estimates
Stakeholders and PMs often blame engineering teams for not meeting deadlines, but the problem is usually not inaccurate estimates. To fix this, PMs and tech leads should have a clear insight into the type of work a team is completing, and product and engineering should have an opportunity to design things together. Additionally, engineers should update stakeholders promptly if work is under-estimated. The focus should be on prioritization, not estimates.
Senior Manager Software Development at Workday
Team Collaboration Will Make a Customer Happy
The problem of ownership between two teams using different technologies was addressed by introducing a customer's perspective and reframing the discussion. Scrum was used to create better team dynamics and regular Scrum of Scrums meetings were proposed. QAs were invited to participate and organize group tests. The lesson learned was that ownership should focus on the product as a whole and all teams should be guided by customers' perspective. QAs were hesitant to join, but once they understood their role they were more eager to participate.
Head of Engineering at Naranja X ⭐⭐⭐
Telemedicine Researcher / Plants Lover / Enthusiast Basketball Player
CTO at Virgin Pulse
Software Executive | Strategy | Vision | M&A | Transformation | B2B | SaaS
CTO at Reddit
Founding engineer at Reddit, passionate about mentorship and public speaking.
Software Architect; ex-Engineering Director at Inditex
Mentors New Leaders, expertise in SDLC in different industries as videogame or ecommerce.
Staff Software Engineer at Slack
Salesforce veteran and ex-Ebay
Professional coach & consultant in Leadership and Digital Transformation at Veepee
ex VP of Engineering & VP Products @ Veepee
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Implementing Continuous Delivery in Engineering Teams
Continuous delivery is a practice that involves the frequent and automated release of software updates, offering benefits such as quick feedback, increased collaboration, and frequent software releases. However, it also presents challenges such as the need for a robust testing infrastructure and effective release management. To successfully implement continuous delivery, engineering teams should focus on automation, collaboration, testing, and release management. By addressing these challenges and following best practices, teams can improve their software development processes and deliver value to users more efficiently.
Head of Software Engineering at Tidelift
Checking For Values Alignment When Considering a New Role
In this article, the author discusses their experience with values misalignment with senior leadership in a previous role. They emphasize the importance of understanding and prioritizing your values when considering a new role, and suggest asking questions in the interview process to ensure that the company's values align with yours. They also discuss the difference between intentional and unintentional misalignment, and how to address each.
VP of Engineering at Ornikar
Building My Very First Team
The author was hired to help build a team and introduce the Agile methodology to a disorganized startup. He recruited people quickly with the help of a contractor and a hiring agency, and structured internal procedures with a mix of Kanban and Scrum. His efforts to make a positive change were praised and he was eventually appointed Director for Software Engineering. He learned that it is important to consult experts and to listen to team members when making decisions.
VP of Engineering
Growing Your Team Effectively
When scaling an engineering team, it is important to consider the challenges that come with it. When two teams were asked to grow, the output decreased due to a lack of test engineers and a new Product Manager. To solve the issue, a Senior PM was asked to mentor the PM, the roles and responsibilities of the team members were redesigned, and the engineers helped test each other's work. In the long-term, hiring alignment should be discussed and a proper growth plan should be established. Communication is key and upfront discussions should be had to ensure the team is structured properly.
Head of Consumer and Channel Growth at craft.co
Bring It All Together: How to Implement Processes in a Nutshell
When a company is small, it is important to establish specific frameworks and strategies to add method to the madness. To do this, squads were created with a product manager, engineering manager, data analyst, and designer. The charter was then established to define expectations and goals. A regular cadence was set up for sprint planning, grooming, demo sessions, and daily standups. Tools were used for knowledge management and a product roadmap was created to provide a clear picture of features. The outcome was positive as teams now understand the value of interdependency and collaboration. Everyone should be involved in the change management process.
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