We’re talking here about “feedback” as commentary from people you work with, telling you what you could do better—in particular, 360° Feedback as part of a performance review. I’ve capitalized “Feedback” in this post in reference to this particular use of the word. The benefits of Feedback are purely mythological. Carol Sanford, No More Feedback … Read moreNo More Feedback (book summary)
Accountability is about performance and behavior. Patrick Lencioni, The Advantage Accountability for measurable outcomes is “not the most important kind.” It’s the easy kind. The kind [of accountability] that is more fundamental, important, and difficult is about behavior. Lencioni, The Advantage It’s fundamental because behavior is what we can legitimately ask someone to change. Business … Read moreAccountability for Effective Teams
Honeycomb has doubled in size since I joined less than 2 years ago. More people means we can do more things at the same time. Both “more people” and “more things at the same time” lead to increased overhead. There’s coordination overhead to get timings right on work that’s independent. Like, to release a feature … Read moreAlignment gets expensive. Don’t skimp on it.
A viable system continues to function in a changing environment. We want our companies—and some teams—to be sustainable this way. How does your team contribute? Does your team have all the components of a viable system… and should it? Stafford Beer (1926-2002) coined the Viable Systems Model to describe what it takes. A Viable System … Read moreThe Viable Systems Model, and where my team fits
At my first real job, around the turn of the millenium, software engineers were graded on a bell curve. On a scale of 1 to 5, most people should get 3s, with a lower number of 4s and 2s and a much lower number of 1s and 5s. The bell curve, also called the normal … Read moreSymmathesies follow a power law, not a bell curve
As a software engineer, what is your job? and what is your value? On many teams, the work is “add features to this codebase.” We congratulate teams for moving JIRA tickets from “defined” to “delivered.” Meanwhile, the value to the business depends on value to the customers, or to people or software who in turn … Read moreProduct teams own capabilities, not (only) code.
We talk about “software products” and “product teams.” What does this even mean, “product?” It is not the definition I learned in school. Economics 101: the output of the economy is “goods and services.” Goods, also called “products,” are physical items that you can buy, take home, and have. Like, if you buy a rug, … Read moreWhat is this “product” you speak of?
TL;DR: When different parts of an organization need to coordinate, it seems like a good idea to help them coordinate smoothly and frequently. Don’t. Help them coordinate less — more explicitly, less often. Software systems get big, and they have lots of parts, and those parts need to talk to each other. Maybe we’re building … Read moreBetter coordination, or better software?
TL;DR: Projects ask teams do what is asked of them; Products ask teams to invent their work. This requires a different way of seeing the world, and not everyone can do it yet. Software is not an up-front investment that pays off over its use. Software is an ongoing concern, an intricate piece of a … Read moreProject to Product asks more of our software, and more of us
Just now, Avdi had a miserable experience buying curtains. He went to pick up an order that he placed last night, but Lowe’s didn’t have it. The order was sent to the wrong store and it was a huge pain to figure out. Software is hard to get right. And every time we don’t, customers … Read morethe Enterprise eats Software