#98 You will always have more Problems than Engineers
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Running IT at a Hyper-Growth Startup
Supporting a global remote company in hypergrowth is no easy feat and the playbook is different from traditional IT work. In this article by Teleport, learn about some of the IT philosophies that enable employees to keep their agility despite working very asynchronously around the world.
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You will always have more Problems than Engineers
It has always been easier to break things than to make things. Software is no different. If anything, software has made it explicit. We can prove there are an infinite number of valid software programs. How many of those actually do what we want, without bugs?
When I joined Yahoo In 2008, I received a small number of options. I don’t remember how many–it was very few–but I do know my strike price was roughly $16. I don’t remember that because my strike price was particularly lucrative, but rather because some of my coworkers would complain about their underwater strike prices in the $50s. Given the stock was trading at roughly $18, it was easy to understand why the folks on my team were a bit perturbed. As best I can tell, those options held by my coworkers remained out of the money until they expired.
Binstack: Making a maximal multi-dimensional decision
Many decisions in life and business are instances of “multi-dimensional maximization,” in which we wish to pick the “single best” among a set of choices, but we’re confounded because each choice is variously better or worse along different dimensions.
Limiting Work In Progress as a Manager
The demands on a manager’s time are endless and sometimes it feels like you’re being pulled in every direction at once. These demands can make it hard to focus, they make it hard to move from reacting to problems to anticipating them. In this article, I’d like to talk about how I’ve limited demands on my time, counterintuitively doing more with less.
Scrum Teams are often Coached to Death, while the Problems are With Management
I feel for all the Scrum teams that do the best they can to make their Scrum work, only to be obstructed by management. I have seen so many teams who understand the concepts of Scrum and who are super motivated. They often improve greatly in the first few months. And then their improvements come to a grinding halt.
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