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Management

Explore articles about management on Life Beyond Fife

Why 5 Whys isn't enough
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Why 5 Whys isn't enough

5 Whys is a prevalent engineering process in a modern tech company. When your company has operational incidents (and even the biggest and best ones do), 5 Whys is there to find the root cause, which in turn yields the next steps to make sure those incidents don’t happen again. I could tell the engineering culture of the company needed work when an internal team had an outage related to an expired SSL cert. It wasn’t the outage that made me concerned; it was the attitude of the team who had the outage. “What steps have you taken to make...

6 min readRead more →
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Convincing or Instructing

To convince someone, tell them why, then how, then what, in that order. To give an instruction, tell someone what, and time permitting, consider sharing the how, and why, in a reverse of the previous sequence. Simon Sinek’s insightful Start With Why TED Talk took about 15 minutes to change how I would give all presentations forever after. Intrisically it’s known that you have to share the motivation of why anyone should care about what you have to say. But based on the evidence of so many terrible talks you’ve both attended, and presented yourself, you know how easy it...

4 min readRead more →
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Managing Expectations

“This team isn’t delivering enough.” You’ve had a fully funded team of engineers working on a product for years. It has fundamental issues with quality and completeness, and still isn’t integrated with the core platform seamlessly. As time has gone on, you’re getting further behind, not closer. There is either a problem with execution against the strategy, or with the strategy itself. You reflect. You’re sure that the quality of the engineers is not the issue. The drive and work ethic is there, and they collaborate effectively. Everyone understands the plan, and everytime you question the decision making of the...

5 min readRead more →
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What are your engineering culture values?

Perform an activity frequently enough, and you will start to see patterns. After being involved in the process of creating software for two decades, I’ve decided to curate a living document of the high level patterns which are most applicable for how to build and maintain software well. Before beginning, it’s crucial to make a statement which is obvious in retrospect: not all of these patterns are equally applicable to companies of differing maturity e.g. a one person startup is a vastly different animal to a 50,000 person megacorp. These observations most apply to mid-level startups, or large companies that...

7 min readRead more →
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Manager README 2021

It has been a while since I wrote my first manager README. The idea is simple: help people who are going to be reporting to you understand the way you think, what you believe, and what you expect. For this one, I'm going to write it without looking at my previous attempt to see how my worldview has changed in the intervening three years. Team The primary responsibility of an engineering manager is to be accountable for the engineering delivery of the team. That output must be high quality, timely, and delivered in a way that is sustainable. This is...

5 min readRead more →
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Manager README

The concept of a manager README doc, as an introduction of what to expect from a new manager, has become popular in technical circles because it's what we use to introduce our software projects. For the first time in nearly five years, I'm changing company and this feels like the perfect way to let my new colleagues understand my core beliefs. n00b If I'm new to the team or company, I'm the newbie, and I'm here to learn. For the foreseeable future I'll be asking questions, and specifically. I'll ask "Why?" a lot. Not to be annoying - even though...

3 min readRead more →