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Not Being a Manager Doesn’t Exempt You From Engineering Leadership

So you’re doing quite well in your career as a software developer. You’ve proven your technical chops several times over. You always deliver the work you’re asked to do. Then, sooner or later, the question comes: “Are you interested in taking on a management role?” You think about a little. But you dislike office politics.Continue reading “Not Being a Manager Doesn’t Exempt You From Engineering Leadership”

The Principle of Least Surprises and Stakeholder Management

One thing people often get wrong about software work is stakeholder management, and one thing people get wrong about stakeholder management is minimizing surprises. This is actually pretty simple. There’s a design principle known as the Principle of Least Surprises (or Astonishment), which generally states that the behavior of a product should not surprise users.Continue reading “The Principle of Least Surprises and Stakeholder Management”

Poetry, Essays, and Code That Lets you Get on with Your Day

A lot of people talk compare good code to poetry. Poetry is generally: Elegant and enjoyable to read. Clever. Of variable information density. Sometimes, a line of poetry can contain multiple meanings. Sometimes, it’s more verbose. Subjective and potentially ambiguous. Different people reading the same poem might interpret it differently. But often, good code shouldContinue reading “Poetry, Essays, and Code That Lets you Get on with Your Day”

Why All Engineers Must Understand Management: The View from Both Ladders

Something interesting has been happening as I’ve been trying to write more about engineering management. When I wrote advice about micromanaging for managers, a few friends asked me about how to deal with their (micro)manager, so I wrote about how to handle your manager. The latter piece seemed to be a lot more useful. IContinue reading “Why All Engineers Must Understand Management: The View from Both Ladders”

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