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For Engineering Managers
For Directors of Engineering
For VPs of Engineering
Topic - 716 Stories
CTO at Trusted Health
Making a resistant company more Agile.
When the engineering team at Zoosk was using their own version of Waterfall, they were having major project delays and not meeting their goals. To fix this, the team tried a modified version, but it still did not solve the problems. To solve this, the team implemented Agile Scrum, which was met with resistance. To get support, the team made small, incremental changes and were willing to listen, compromise, and be patient. This allowed everyone to feel included in the process change and ultimately led to success.
Director Of Product Management at TextNow
Gaining Respect from Engineers as a Product Manager
When joining a team without a product manager, the new PM took time to understand the team's needs and challenges. Through observation and conversations, the PM identified areas of improvement and presented solutions to the team. The PM learned that some engineers take more time to warm up to the new PM, and that the same process works for both low and high expectations.
VP of Product Management at SheerID
Developing Culture Through Gratitude
To create a highly collaborative environment, a chat bot was modified to allow people to thank each other and track 'karma' points. This humorous interaction encourages collaboration and appreciation for people's work, and is more popular among engineers than business people. It should not replace in-person connection or public praise, but it allows introverted people to receive and give recognition.
CPO at GetNinjas
Building a collaborative roadmap and aligning priorities
GetNinjas, a local services marketplace in LATAM, faced the challenge of defining and prioritizing opportunities in their roadmap. To address this, they categorized opportunities into three buckets, made their roadmap public and accessible to anyone in the company using Notion.so, and encouraged everyone to read and comment on it. Despite a rough start, they have seen success in this new collaborative approach and will likely never go back to the traditional way of creating and communicating a roadmap.
Engineering Manager at Airbnb
Splitting Your Team Into Two
The author was managing a team responsible for sending out hundreds of millions of emails per day. As the team grew, they decided to split into two teams, one for the product and one for the platform. The author had to justify the split to their manager and product director, and eventually hired a separate engineering manager. After the split, the company had a broader reorganization and the two teams were able to transition smoothly. The author learned that it is important to take a look at the team to gauge whether splitting is the right decision, to confirm the right people are in place, and to have separate metrics for success.
eCommerce and Product Management Director at Self Employeed
Transitioning from Marketing to Product: A Non-Tech in Tech
A marketer with no traditional tech skillset was given the opportunity to lead a customer migration project for a major replatform project. Through saying yes to the role and taking on tasks, they were able to learn the development lifecycle, build relationships with experts, and ask questions to gain knowledge. They learned that it's ok to not know everything, and to use their strengths to their advantage. They also learned to start conversations with what they do know, and to find advocates to soundboard with when stuck.
Sr Director ML Personalization and Recommendations at Roku
Project Estimation Using T-Shirt Sizes
This article discusses an effective agile estimation technique for project estimation in software development, called t-shirt sizing. It involves categorizing tasks into S, M, L, and XL buckets, which can be mapped to a 1 person work week. The scale can be adjusted based on business and project needs, and there are three techniques (T1, T2, and T3) for estimating delivery dates with varying accuracy. This technique helps teams understand their velocity and plan for resources, while avoiding analysis-paralysis.
CTO and co-founder at PandaDoc
Establishing Communication in a Growing Engineering and Product Team
The company had difficulty regulating communication between engineering and product teams due to different locations. To fix this, they introduced daily stand-ups, weekly demos and planning, bi-weekly engineering and product staff meetings, monthly OKR reviews, and quarterly Recap and Launch Days. They learned that communication needs to be operational, consistent, and tailored to the user profile.
Staff II Frontend Engineer at Remote
Turning ideas into experiences remotely. Ex-team-manager
Software Architect; ex-Engineering Director at Inditex
Mentors New Leaders, expertise in SDLC in different industries as videogame or ecommerce.
Professional coach & consultant in Leadership and Digital Transformation at Veepee
ex VP of Engineering & VP Products @ Veepee
Delivery, Operations & Transformation Leader at Marais Consulting Inc
I help engineering leaders build healthy, inclusive teams and the processes & systems to support them
CTO at Reddit
Founding engineer at Reddit, passionate about mentorship and public speaking.
VP of Product at Zenchef France
Product, Engineering and Transformation Leader - ex ManoMano/Airbus
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CIO/COO at SCOUT Space Inc
How to enter the field of software development after a bootcamp?
The text discusses the challenges faced by a recent coding bootcamp graduate in finding a job in the software industry. It emphasizes the importance of reducing the risk for potential employers and suggests several strategies to improve the situation. These strategies include building a personal brand and recognition through networking, updating resumes and online profiles to highlight relevant skills, and focusing on projects that showcase experience in a specific area. The text also suggests participating in hackathons, working on side projects, volunteering for charities or political campaigns, and exploring opportunities in start-up incubators. Additionally, it emphasizes the importance of researching potential employers and demonstrating good communication and timeliness skills. Finally, it advises finding the right fit between the job seeker and the employer.
Software Engineering Manager at Measurabl
Managers: The One-on-One is not your meeting
One-on-One meetings should not be used by managers as a platform to set their own agenda, but rather as an opportunity for team members to communicate their own topics and seek guidance. Managers should encourage team members to come prepared with their own agenda and goals, and should foster an environment of honest dialogue and deep understanding. Managers should also use these meetings to identify growth opportunities and provide support and guidance. By approaching one-on-one meetings as collaborative sessions, managers can facilitate personal growth, honest communication, and a more productive and motivated team.
A 4-Step Structure for Improving Your Pull Request Review Process for Better Code Delivery
The text discusses the importance of providing context in pull requests (PRs) to improve the PR review process and code development speed. It suggests that a strong PR should include sections such as an overview of the problem the change solves, the context for understanding the impact of the change, instructions for evaluating and replicating the change, and additional information like screenshots or documentation. By providing this context, reviewers can better understand the purpose and impact of the change, leading to more effective and efficient reviews.
CD (Chris Dolezalek)
EVP, R&D at Hum Capital, Inc
Making New Hires Effective Quickly
This article discusses the importance of assigning a mentor or "buddy" to new hires in a fast-growing startup. It also outlines the concept of "Leave a Trace," which is a practice of having new hires improve the new hire process. The article further discusses the importance of fostering a growth mindset and having a well-defined spin-up process. It also provides links to various resources related to developer productivity.
Why Would Anyone Mob Program? (an intro)
Mob Programming is a concept where a team of ~3-5 works together on a single feature, with only one person typing at a time. It is a difficult process to go from troll-coding to mobbing, but it is an incredibly valuable and efficient experience. It is slow, but the quality of work produced is multiple times better than what a single developer can create. It also allows for full domain knowledge of the system developed, and one member of the mob can represent the team in meetings.
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