This site uses cookies to improve your experience. To help us insure we adhere to various privacy regulations, please select your country/region of residence. If you do not select a country, we will assume you are from the United States. Select your Cookie Settings or view our Privacy Policy and Terms of Use.
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Used for the proper function of the website
Used for monitoring website traffic and interactions
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Strictly Necessary: Used for the proper function of the website
Performance/Analytics: Used for monitoring website traffic and interactions
Could the time spent on these activities have been spent developing more valuable features to achieve a more beneficial product goal? When we try to model developer productivity, should we also consider productmanagement efficacy? ” Recently, I read Kent Beck’s book “ Tidy First?
We expect those teams to take a valuable increment, go off and work on it together , including collaborating with productmanagement and stakeholders to understand what needs to be done, and to take responsibility for figuring out how to work together as a team. This is a big cultural shift! Its uncomfortable for some folks.
While Charity has deep experience in the domains of infrastructure & operations, databases, and backend engineering, I come originally from design, frontend, and productengineering, and I take a particular joy in collaborating with productmanagement and ux design.
Our existing deploy tooling and engineeringculture made the transition to remote work go much more smoothly. Though our deploy velocity remained the same, the engineering org has been far from stagnant. We now have a 1:2 ratio of productmanagers to designers, which is super unusual. the o11y book”).
Our existing deploy tooling and engineeringculture made the transition to remote work go much more smoothly. Though our deploy velocity remained the same, the engineering org has been far from stagnant. We now have a 1:2 ratio of productmanagers to designers, which is super unusual. the o11y book”).
I think Italian bus drivers used to do it and they would run exactly by the book and everything would take five times longer. Ramin: So, speaking from the infrastructure side, which tends to be different, the joke we had on our team was you’re your own grandpa which meant we had no productmanager, no project manager, no QA.
It also fell short in supporting an engineeringculture of ownership and curiosity within the organization, exacerbated by the pricing model. Due to the high price per user, access to observability was limited to only senior members of the engineering teams. Book a consultation with our sales team.
Across the Charles River, Harvard Business School was also looking into the automotive industry, and in 1991 it published “Product Development Performance: Strategy, Organization, and Management in the World Auto Industry” [11] by Kim B. For example, the book equates short production throughput time to short development lead time.
We organize all of the trending information in your field so you don't have to. Join 49,000+ users and stay up to date on the latest articles your peers are reading.
You know about us, now we want to get to know you!
Let's personalize your content
Let's get even more personalized
We recognize your account from another site in our network, please click 'Send Email' below to continue with verifying your account and setting a password.
Let's personalize your content