management

Introduction | Engineering Ladders This framework allows software engineering managers to have meaningful conversations with their direct reports around the expectations of each position and how to plan for the next level in their career ladder. The framework relies heavily on radar charts to visually represent the different perspectives and expectations of a given position: The chart shown above has the following 5 axes: Technology: knowledge of the tech stack and tools System: level of ownership of the system(s) People: relationship with the team(s) Process: level of engagement with the development process Influence: scope of influence of the position The influence axis can be seen as a different dimension since it is orthogonal and applies to all the other axes. ...

Radarz | Team Calibration Made Simple Build your team on this page and calibrate their level on their radar charts. See also Engineering Ladders: This site is inspired by jorgef’s Engineering Ladders.

How It Works – Holacracy Foundation Holacracy is a management framework for organizations made of 5 distinct —but complementary— modules. Holacracy is a management framework codified into a constitution — the “rules of engagement” for working in an organization. It takes a leader willing to delegate their authority into a set of foundational rules that everyone will follow, including themselves. Module 1 - Organizational Structure Defines an explicit standard format for encoding roles and rules of the organization, as well as basic responsibilities for anyone in a role. ...

From Lenny’s Podcast episode: A framework for PM skill development | Vikrama Dhiman (Gojek) Vikrama Dhiman heads all things product at Gojek, including product management, design, program management, and research, across Indonesia, Singapore and India. The 3 W’s framework for PM career growth: What you produce? Start by focusing on your outputs Don‘t lose sight of outputs when you start focusing on outcomes What you bring to the table? Impact through the artifacts that you work on What’s your operating model? Main pillars or axis of knowledge Data and metrics Design and research Technology Strategy Essential skills if you are going from mid-senior to senior level Communication skills Collaboration skills Organizational skills Community skills How to work with others and other stakeholders: ...

What should a manager goal be? Become redundant. What should a manager do all day? Jack Shit What is a great way to test the quality of a manager? Send them on a multi-week vacation and see what happens. Does everything keep running, or does things grind to a halt? Does the team still deliver, or things are completely blocked? Is there any visibility during this time of what this team is doing, or does it seem the team fell off the face of the earth? For extra browny points, does the team keep self-improving during this time, or does progress stall? ...

The State of Engineering Productivity in 2024 📊 1) Hybrid is hard Teams who work in hybrid mode have the hardest time. It is tough to create an environment where the playing field is level for everybody: there is less incentive to build a truly remote-friendly environment than in full-remote teams, while at the same time you don’t get the full benefits of co-location. Committing decisively to one of the two extremes might bring better results in terms of productivity — but of course it can be more challenging in other departments. ...

Simple tips for managing any project | by swardley | Jan, 2024 | Medium These questions are my simple tips for managing any project. “Who are the users?” “What are the users’ needs?” “What capabilities do we need to meet those needs?” “What components do those capabilities need?” “How evolved are these components?” “How are we managing these components?”

Dropbox’s CEO on return to office (RTO): Workers aren’t ‘resources to control’ | Fortune All meetings must narrow in on the “three D’s” of discussion, debate, or decision-making …

Power Bends Light | honkathon Here are some things I wish I’d known at the time: Power bends taste. … [because] Power defines what’s normal … Power bends accountability. … I started to notice that the thing most strongly correlated to their treatment was their power on the team … Power bends meaning. … it can change the meaning of everything you do and say. … Once I started watching for how newly-acquired power distorts the meanings of everything, I started seeing examples everywhere … To help organize my thoughts, I started abbreviating this phenomenon with a phrase: power bends light. ...

Management 3.0 Practices Finder | finders Management 3.0 moves beyond theory by providing an actionable set of tools and practices that grow leadership skills, encourage innovation, and increase happiness, to name just a few of the potential benefits. The M30 Finder groups the practices into seven categories: Tools for Engagement Tools for Effective Feedback Tools for Managing the System Tools to Support Innovation and Change Tools for Exploring Organizational Culture Tools for Team Exploration Tools for Measurement See also Liberating structures.

Models: The Lippitt-Knoster Model for Managing Complex Change | Sergio Caredda The Model for Managing Complex Change is widely used in Change Management presentations and articles around the web, as it outlines required elements fo change, and possible negative outcomes. … According to the model, there are five or six elements required for effective change: vision, consensus, skills, incentives, resources and an action plan. If anyone of these elements is missing, the change effort will fail, with varying Negative Change outcome. ...

Shields Down – Rands in Repose Your shields drop the moment you let a glimpse of a potential different future into your mind. It seems like a unconsidered off-the-cuff thought sans consequence, but the thought opens you to possibilities that did not exist the moment before the thought existed. Every moment as a leader is an opportunity to either strengthen or weaken shields. Every single moment. Update 2024-03-27: There are also t-shirts and logos about it. ...

[{width="410" height="410" srcset="linkedin-2a383b27-dc7c-4632-820f-8d9dab9c576f-large.jpeg 410w, linkedin-2a383b27-dc7c-4632-820f-8d9dab9c576f-large-150x150.jpeg 150w, linkedin-2a383b27-dc7c-4632-820f-8d9dab9c576f-large-300x300.jpeg 300w, linkedin-2a383b27-dc7c-4632-820f-8d9dab9c576f-large-268x268.jpeg 268w" sizes="(max-width: 410px) 100vw, 410px"}](linkedin-2a383b27-dc7c-4632-820f-8d9dab9c576f-large.jpeg) Como você quer o seu projecto? Rápido & Grátis → Lixo Rápido & Barato → Mal feito Rápido & Qualidade → Bem pago Barato & Qualidade → Não pode ser rápido Grátis & Qualidade → Faça você mesmo Escolha duas!… Três ou não existe ou é utopia.

Project hubs can help tame the chaos of the design process by providing a home base for all key design and development materials. Keep the design artifacts in the browser and give clients and colleagues quick insight into your project’s progress. (via Project Hubs: A Home Base for Design Projects ◆ 24 ways )

How Medium Is Building a New Kind of Company with No Managers For two years, Stirman managed a team at Twitter and never felt quite right about it. There was always the tension between being their boss and being their peer. (…) He started taking his reports out to lunch, to drinks, to coffee to see what was up. How was their wife settling into her new job? Did escrow close on their new house? This is the stuff that people bring into work with them but never talk about, Stirman says. As soon as you ask, the pressure starts to dissipate. ...

From a Facebook post (original em português): New company structures? Experiences to follow with interest: How Medium Is Building a New Kind of Company with No Managers Introducing Open Salaries at Buffer: Our Transparent Formula{target="_blank"} Zappos is going holacratic: no job titles, no managers, no hierarchy{target="_blank"} Total email transparency: Email transparency{target="_blank"} at Stripe 1 year update about scaling email transparency{target="_blank"} How we handle team emails at our startup: Defaulting to transparency{target="_blank"} , by Buffer’s founder Joel Gascoigne Relevant literature about the subject: ...

Pulling a few weeds every time is good for maintenance, but it doesn’t make sense to spread fertilizer one square foot each day. Cricket (via The Repeat Test and Personal Kanban ) Little-and-often and do-till-one are two different tools. (…) most projects need a mix of tools.

Three useful one-liner anchors to use on e-mail | Ricardo Clerigo I also find that starting text with a “> [Keyword]” combination works great, as in: Agreed: text Follow-up: text Action: text

90% of the decisions you make don’t matter; real success comes in being able to identify the 10% that do and focus on those. via Charlie Kindel | cek.log

The 5 Ps: Achieving Focus in Any Endeavor | cek.log The 5 Ps : PURPOSE, PRINCIPLES, PRIORITIES, PLAN, AND PEOPLE (…) a tool that helps projects be focused: the “5Ps”: Purpose : Why do we exist? Why are we in business? Where do we want to be in the future? What will we deliver? Principles : What are the non-negotiable rules and key strategies? How will we act? Priorities : What’s the framework for tradeoffs? Plan : How are we going to stage and tackle solving the problems? What are the known dates & forcing functions on the calendar? People : Who’s accountable for every key part of the plan? There are tons of frameworks/tools for helping people understand roles & responsibilities. (…) They can all be made to work, as long as you don’t over-do it (just like you should not over-do the 5 Ps). To illustrate (…) I’ll use RACI : ...