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It’s been a fascinating opportunity to rebuild an engineeringorganization from the inside, and I’m loving every minute. We’re introducing a lot of cutting-edge software development practices, such as self-organizing vertically-scaled teams and Extreme Programming. Culture doesn’t change easily. It tends to snap back.
It’s through a combination of technical artifacts, organizational practices and policies, and pure gumption that they manage to maintain themselves through time. However, there are some organizations that seem to have an easier time of it than others. Some parts of the organization may understand them as a blessing and others a curse.
PDF) Culture Changes The purpose of the new career ladder is to help change the engineeringculture at OpenSesame. Now it also covers the advanced titles—Staff Engineer for the engineer track and three EngineeringManager titles for the management track. Here’s the latest version of the ladder.
I created a visualization of the major types of engineering work I saw our teams complete in a quarter: It’s easy to quibble with the specific labels and the categories I’ve stuck them under, and in another organization these might be the wrong set or the wrong categories. Interested in reading more about engineeringmanagement?
I was curious about moving up the engineeringmanagement ladder eventually, but I assumed a VP opportunity would be out of reach for a long time, if ever. I had enough experience at early-stage startups to know that, if the company is successful, you’ll probably do a whole host of things as the company moves through different phases.
Fostering a healthy engineeringculture. Charity and James also talked about how the right organizational culture fosters a ——and, combined with the right tooling (aka observability)—the teams that embrace both generally lead the pack when it comes to higher performance. . EngineeringManager, Slack . “It’s
Keeping all these people, who are working in different buildings and time zones and countries, connected to each other and the organization is one of the great obstacles of leading remote and distributed teams. Teams are focused around overlapping time zones, even though the organization as a whole draws from a worldwide talent pool.
Prior to taking on the tactical project manager role, I was in a senior engineeringmanager role. The technical project manager role was actually pretty new. But as the engineeringmanager there, I grew a team from zero. A team of me to a team of about somewhere between 20 and 25 software engineers.
My favorite discussion of the topic is Robert Austins, who wrote Measuring and Managing Performance in Organizations. Given that I couldnt give my CEO what he wanted without creating dysfunction in engineering, what could I give him? Were an organization thats steeped in Agile thinking. Were an inverted organization.
Despite many people shifting schedules to manage family responsibilities, we continued to ship about a dozen times every weekday. As Charity has repeated so frequently, shipping is the heartbeat of your organization. . Our existing deploy tooling and engineeringculture made the transition to remote work go much more smoothly.
Despite many people shifting schedules to manage family responsibilities, we continued to ship about a dozen times every weekday. As Charity has repeated so frequently, shipping is the heartbeat of your organization. . Our existing deploy tooling and engineeringculture made the transition to remote work go much more smoothly.
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