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While helpful in pinpointing known-unknowns, it impeded the team’s ability to explore the workings of the software, particularly in uncovering unknown-unknowns. It also fell short in supporting an engineeringculture of ownership and curiosity within the organization, exacerbated by the pricing model.
He describes “some surprising theories about softwareengineering”: I discuss these theories in terms of two fundamentally different development styles, the "cathedral" model of most of the commercial world versus the "bazaar" model of the Linux world. If you give softwareengineers manual work, their first instinct is to automate it.
In software, this can be likened to the parts of the system we do not fully understand or monitor. This is where the concept of Service Level Objectives (SLOs) in softwareengineering is analogous to the remainder—the aspects of reality that cannot be fully captured, controlled, or represented by our symbolic systems.
In practice, this may look like funding the CoPE from a customer success or product department budget, rather than engineering. For the CoPE to do its work, it needs insulation from powers which would halt changes it deems necessary.
Softwareengineer. As a rule, a softwareengineer uses coding skills to develop and design software solutions that meet the project’s requirements. For instance, softwareengineers need to make sure their code is ready to interact with other layers of the entire technology stack.
Softwareengineering productivity cant be measured. Its a big spreadsheet which describes each title in our engineering organization, along with the skills required to reach each title. For example, Associate SoftwareEngineers are hired fresh out of university. This is a big cultural shift!
That’s fascinating because it touches on so much of what you know and I’ve been in softwareengineering for a couple of decades now, a couple of days, decades, but sounds like couple of days. Like you need tools that respect that responsibility, that respect your time. I guess is what I would say. That’s great.
Are we executing against the strategy as planned? Is it having the desired impact? Is there friction? Are our teams thriving? Are we preparing adequately for an uncertain future?
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