What an amazing week it’s been - our launch for CTO Craft Con: The Delivery One went off without a hitch on Monday, and the rest of the week was a flurry of ticket sales, line-up planning and logistics. We’ll be announcing some more of the speakers shortly, but suffice to say, it’s going to be an amazing event - we’re so excited!
As a company scales to more people and more technology, it becomes important to have an engineering vision and a strategy to get there. In our experience, as you get to a size of greater than ~40 folks in an engineering organization, it becomes critical to have an engineering vision.
How can we make project management not suck for dev teams? LinearB & Clubhouse.io are partnering to solve just that. By integrating Software Delivery Intelligence with a Dev-first Project Management tool, teams are discovering the power of seeing live Git activity directly associated with a story card for complete lifecycle visibility.
Right before the new year the company I work for made an announcement about a shift in ownership. As my friends and I run through what might change as things move forward I wanted to gain clarity about a particular idiom that has been mentioned.
I’ve been using Engineering Metrics for a while, and I am amazed by the significant impacts on engineering teams. Metrics is a topic I genuinely care about. During my days at Plataformatec, we used to discuss a lot about them. At the time, we used to focus on an Agile perspective.
Some practical pieces of advice for scaling your team after raising a Seed round. In my previous role as Talent Director at Notion Capital, I spent a lot of time thinking about key success factors in recruiting after Series A.
Last year during a retrospective, one of the engineering teams I lead acknowledged that making decisions felt like a slow and often inconclusive process. Going deeper, we found out that making relatively small decisions within the team had been the most taxing: many people were continuously involved in plenty of conversations, with little gain at a high cost.
This will be a bit different from the usual stuff I write about, which usually deals with tech stacks and architecture. Why? Well, I recently took on a new position and I knew that I had to set up some clear basic guidelines to myself on how I’m going to tackle this new challenge.
Time flies, especially if you are a Product Manager. Considering how multifaceted and cross-functional Product roles are, it is incredibly easy for Product Managers to get lost in the flurry of inbound requests.
But what about when you’re afraid to say no because you feel like you’re the only one on your team who can do the task? Maybe your team members seem too junior, or you don’t dare ask the ones who are hyper-focused on their own tasks.
From sprints to cycles, and from product backlogs to …well…no backlog at all. These are just a couple of examples of the differences between Shape Up and agile approaches such as Scrum. But, what exactly is Shape Up? How does it, when put into practice, differ from Scrum?
Gremlin released their State of Chaos Engineering 2021 report based on a community survey and their own product data. The key findings include a positive correlation between running chaos engineering experiments and increased availability
How big is Google? We can answer that question in terms of revenue or stock price or customers or, well, metaphysical influence. But that’s not all. Google is, among other things, a vast empire of computer software. We can answer in terms of code.