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Topic - 407 Stories
Head of Consumer and Channel Growth at craft.co
Navigating Analytical Discussions for Best Product Fit
Product managers often focus on one feature or the first touch experience for their consumers, rather than the long tail of building a feature to its usability, support, and maintenance or the overall experience. To avoid risks and ensure customer satisfaction, product managers must think strategically ahead of time and consider factors such as performance, disaster recovery, compliance, and availability. It is also important to translate technical jargon into language that most leaders understand and to standardize requirements.
Principal Engineer at Auth0
Balancing Multiple Assignments: Determine What Is "Important" in Each of Them
As a senior engineer, the author was tasked with leading a large initiative while managing their regular day-to-day responsibilities. To ensure the success of the project, the author identified the skills and competencies of the team members, identified the critical things to get right, and worked closely with the Product Manager. The author also selectively attended meetings and worked on writing the design doc and reviewing the implementation. Through this process, the author learned to prioritize their time and be available for the team, while also ensuring that the most complex parts of the project were solved correctly.
VP of Engineering at Vendavo
How to Break Down Team Silos
This article discusses the problem of lack of transparency in engineering operations and the actions taken to address it. To increase transparency, a mandatory guidance was introduced, which included a Request for Comments (RFC) process, regular meetings, and an innovation week. The lessons learned from this experience were that documentation of engineering work is key, engineering managers should focus on teamwork marketing, and engineering should not operate as a black box.
Director of Engineering at Google
How to Execute a Focused and Thought Driven Plan for Career Success Among Young Engineers
This article discusses a method for improving one-on-one meetings between managers and engineers. It involves setting expectations for the meetings, giving the engineers "talking points" to focus on, and assessing the established guidelines. This method has been successfully implemented in Microsoft and Netflix, and has been positively received by both junior and senior engineers. It encourages engineers to reflect on their career and consider more challenging options for growth.
Head of IT Development at Santander Bank Polska
Taking Over Maintenance and Development of Existing Customer Applications From Other Vendors
A team was gathered to investigate and analyze 30 business support systems for a 3-year outsourcing contract. The team used a similar methodology for each system, gathering artifacts and setting up a source code repository and CI tooling. The team divided the systems into four groups and created templates for each group, with a schedule and workload estimate. The team also tuned the plans for specific applications to reflect their individual characteristics. The team learned to use the divide and conquer approach, make assumptions, and write them down.
Cofounder & CTO at Phase Genomics
To Be a Strong Leader, Hire People Smarter Than You
Steve Jobs' quote, "It doesn't make sense to hire smart people and tell them what to do; we hire smart people so they can tell us what to do," encourages great managers to hire people better than themselves at their job. To manage this diverse group of highly-skilled people, managers should become great questioners, learn continually, and delegate responsibilities, not tasks. They should also set boundaries and know when to say no, and ensure that what their reports are doing connects back to the company and product needs.
Director of Software Engineering at Sourceability Companies
Combating Misperceptions of Engineer Productivity through Communication and Education
A manager faced the challenge of untangling misperceptions of an engineer who was always working, but rarely seen. To combat this, the manager opened up a channel of communication and became the PR for the team, explaining the work they were doing and the problems they were solving. This taught non-engineers about the complex process of creating technology and showed the progress they were making. The manager learned that it is important to constantly publish information and take the time to educate non-engineers.
Sambit Kumar Dash
Founding Director at Lenatics
Should Product Managers be Technical?
This consulting engagement with a startup founder focused on product management practices. Through further discussion, it was revealed that the founder's real issue was a matter of innovation. By probing deeper into the problem, a more appealing solution was found, strengthening the business association. Being technical in the situation was beneficial in coming to a closure.
Head of Development, Ex-Founder & Director at Cyrex
I am an Entrepreneur at heart and a Software Engineer by trade.
Senior Manager at Deloitte
Head of Engineering at VMware Inc.
Cloud Services Leader with Mentoring Expertise and Global Team Management Experience ex-VMware Senior Director of Engineering
ex-CTO at SphereMall
Building scalable software and teams
Senior Software Engineer, Co-Founder at Arundo, Nemlys
FullStack Developer with 7 years of experience
VP of Engineering at Provar
VP-Engineering, M.O.M (Manager of managers) at office, mentor at Plato & ADPList, maker at testzeus.com & instructor at TAU.
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Product Design Executive at Trebellar
Triathlons and Teams: Lessons in Resilience, Technology, and Purpose.
The author discusses their experience with triathlons and how it mirrors the dynamics of building a great team. They emphasize the importance of having a purpose that drives them forward and the support of their family, friends, and professionals. The author reflects on the lessons they have learned from participating in long-distance triathlons, including the need for mental fortitude and the role of technology in improving performance. They also highlight the emotional experience of crossing the finish line and express gratitude to their support system. The author concludes by encouraging others to invest in their team, embrace technology, and show up.
Engineering Manager at Atlassian
Navigating Uncomfortable Discussions When Employees Leave
Employee turnover is common in the fast-paced world of technology, and managers must navigate uncomfortable discussions when employees leave to maintain a positive work environment. This involves understanding flight risks, building trust and open communication, encouraging internal mobility, developing soft skills and leadership mentality, identifying and growing leaders, being a supportive manager, and providing practical training. By implementing these strategies, managers can effectively manage employee turnover and ensure the success of their teams.
Senior Engineering Manager at Facebook
Navigating the Transition to Hybrid Work
This article discusses the challenges and strategies for engineering leaders as they transition to a hybrid work model. It emphasizes the importance of improving presentation skills, actively participating in meetings, and expanding knowledge and expertise. The article suggests practicing presentations, seeking feedback, and continuously learning as key approaches to enhance effectiveness in a hybrid work environment.
Software Engineering Manager at Measurabl
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.
Engineering Manager at Amazon
Balancing Speed and Quality: Best Practices for Engineering Leaders
This article discusses the challenges faced by engineering leaders in balancing speed and quality in software development. It emphasizes the importance of finding the right balance between shipping fast and maintaining high-quality standards to ensure customer satisfaction and team efficiency. The article explores the need for quality, the role of engineering leaders in addressing the challenge, the debate on quality assurance, addressing front-end testing challenges, implementing a retro process, and concludes that prioritizing customer satisfaction and team efficiency is essential for long-term success in software development.
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