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In my experience, the culture is better and the results are better in orgs where engineers and architects obsess over the design of code and architecture. In orgs where it’s all about delivering tickets as quickly as possible or obsessing over technology, the culture and results are poorer.
Agile practitioners often refer to the four quadrants that make up the culture of autonomy and alignment. Autonomy & Alignment: Spotify EngineeringCulture – part 1, Henrik Kniberg, 2019. People centered culture People culture ‹-› Performance culture 4.
” A paradigm shift towards sustainable excellence Honeycomb was instrumental in transforming the engineering landscape at Amperity, moving away from the “old school” engineering characterized by grueling weeks and overnight pages for support that often led to burnout. .”
Maria Gutierrez is the VP of Engineering for Strategy and Operations at Twitter. She joins a special livestream of the Dev Interrupted podcast to share her career journey, her strategies for sustainably scaling engineering teams and the three pillars of engineering processes.
And while I concede there is no VCS branching model that fits all teams, I am happy to have learned that the option CircleCI chose exists, and to have experienced how it affects our delivery cadence, and the engineeringculture we build around our product. We build this together.
When I joined CircleCI in 2018, the engineering team had been growing by 50 percent year over year, and also increasing in terms of geographical distribution. And after all this growth, we were running into challenges around evolving our engineeringculture. Combat hero culture and fix structural issues.
I had shared my initial experiences and impressions in this post and thought it would make sense to check back in now that I’ve had the opportunity to spend time learning about the team, the culture, and the code base more in depth. . When I asked Honeycomb folks “What sort of SRE role is this going to be?” Provide tools and assistance.
Adjust work so that people feel comfortable and confident running our systems, propagate good practices, and ensure we do these things sustainably. Think of: Urban planners ’ roles around public consultation, transportation management, sanitation infrastructure, and sustainable growth.
Create an engineeringculture that makes releasing new features routine According to the DORA metrics , elite DevOps teams deploy code multiple times a day. Observability is more than a platform: it’s a culture shift. But even the best observability offering needs a culture of support.
We build teams hoping to do that 1-5% and giving little attention to the rest, then wonder how to fix that culture. However, it frames and guides the form it should take to make it more effective, useful, and sustainable. — Fred Hebert (@mononcqc) August 5, 2020.
DevOps represents a change in IT culture. Leaders need to be culture builders by carrying the mission and strategy into the team and creating goals. Build the core DevOps team : The core DevOps team must accelerate the culture transformation and support the Agile squads in their adoption. The case for DevOps leadership.
As our Field CTO Liz Fong-Jones says , production excellence is important for cloud-native software organizations because it ensures a safe, reliable, and sustainable system for an organization’s customers and employees. That sort of culture, as Sidney Dekker has argued , is toxic.
And for me, the big part of the success of growth was actually a step above the pure engineering architecture. It’s firstly rooted in the engineeringculture because the first Netflix employees are great people. Sergey: I think I would respond with sort of a catchy phrase from our Netflix culture deck.
2022 was another year of significant technological innovations and trends in the software industry and communities. The InfoQ podcast co-hosts met last month to discuss the major trends from 2022, and what to watch in 2023. This article is a summary of the 2022 software trends podcast.
There’s an increasing concern about the energy use and corresponding carbon emissions of generative AI models. And while the concerns may be overhyped, they still require attention, especially as generative AI becomes integrated into our modern life.
As such, the group needs access to independent funding and other guarantees that grant it sufficient power to do its work in order to sustain itself—in case certain factions try to impede it. Some parts of the organization may understand them as a blessing and others a curse. To build upon this analogy to safety departments, Provan et al.
He describes “some surprising theories about software engineering”: 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. They have a culture of respect for engineers, and of long-term thinking.
DDD is not an excuse to prioritise modelling over delivery, but it is an excuse to challenge the over-focus on short-term at the expense of long-term sustainability. I’ve previously written about Nurturing Design in Your Software EngineeringCulture , which shares some practical tips for getting started with design in general.
I think it’s important when you’re talking about chaos engineering to also talk about culture. My first question is in terms of this chaos engineeringculture, how does this play between your team with all the teams? In reality, I just think that approach is not sustainable. It’s like a nightmare.
Building a suitable and sustainable platform is more than a technical challenge; it might also require a change in the way people work and sometimes new skills are needed. You need to be aware of the culture in the organizations you work for and realize that the tech can be used for good and bad.
In March I wrote the following: Observability is a paradigm on which we can build a safe, healthy, sustainable future for the tech industry. At the start of lockdown, many companies doubled down on their butts-in-seats culture with Zoom surveillance and other creeptastic endeavors. A small change with ripple effects.
In March I wrote the following: Observability is a paradigm on which we can build a safe, healthy, sustainable future for the tech industry. At the start of lockdown, many companies doubled down on their butts-in-seats culture with Zoom surveillance and other creeptastic endeavors. A small change with ripple effects.
I had inadvertently shown the company that we could have these programs without planning for sustainable staffing, created hidden process debt, and suggested that we could take on major new efforts without making the tough tradeoffs that these efforts truly call for.
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