Corporate Culture is an ecosystem and diversity is the air we breathe. As such, how a project/delivery team cultivates its culture impacts the entire project, client relations and end-user experience.
Communicating risks, particularly to our non-technical colleagues, is a challenge and by not doing it well we suffer pushback from the business. The risks are varied and at all different levels, but can include technical debt, skill gaps, team burnout, and more.
In October of 2008, I'd been unemployed for about four months. I was doing some consulting work, but still feeling entirely uncertain about my ability to make a living, so I did the obvious thing: I decided it was a good time to learn how to fly a plane.
Expressions are the most basic form of human interaction! Programming languages are trending more towards using expressions rather than procedural statements, adopting the declarative paradigm.
The term observability has recently earned somewhat of a cult status — rapidly ascending to the ranks of “agile”, “digital transformation”, “microservices” and other such highly regarded (and perhaps often misused) labels. Suddenly every team wants to incorporate the pillars of observability into their ecosystem.
Do you have a great team & a great mission but don't understand why the pace of delivery is so slow? Architecture & tech stack is only one part of the story.
We all want to deploy the best software possible to delight our customers and please our product owners. There’s always one more feature, another performance improvement, and code we just wish we wrote better.
When Chuck Yeager became the first pilot to fly faster than the speed of sound, he set off a race around the world to do the same with a plane full of paying passengers. The United States, Russia, the UK, and France all wanted a piece of the inevitable fortune to be made building aircraft to cross oceans faster than sound itself.
We’ve all had that experience where we’ve planned the perfect discussion only to have it hijacked by a passionate side-person, lose focus halfway through, or produce the exact same takeaways as you had before you began the discussion.
Friction is a common, and necessary, part of team growth—but when left unchecked, team friction is unhealthy for you, your coworkers, your company, and ultimately your end users.