240351 examples of For in a sentence
Why is the popular framework missing from most of Big Tech, and are there takeaways
companies operating outside this model?
Even within the group of large non-tech companies, some experiment with novel approaches, while others stick to doing the same thing that has been working well enough
Plan, build, ship: common
public and venture-funded tech companies.
large, non-tech companies, non-venture funded companies and consultancies.
Shape Up: mentioned
a few venture-funded companies.
However, at non-venture funded companies and consultancies, several respondents were very happy with project management, and called out these people as a reason
Large, non-tech companies and smaller, non-venture-funded companies were more likely to mandate the same approach
all teams within the company.
these teams, no change of methodology would help because the issues ran deeper.
In their case, JIRA works well
large-scale coordination, after the organization fully adopted it.
It’s an example of directive leadership and while this approach can work well
roles where there is little creativity needed, it is usually a poor way to build high-performing software engineering teams.
There are no dedicated project managers
Most of these companies have Technical Program Managers (TPMs) who step in
large projects involving multiple teams, or run across organizations.
people who have worked in Big Tech, much of this is familiar.
software engineers and teams.
organizations with a factory worker attitude, this approach will bias towards more heavyweight project management approaches that leave little room
interpretation, on purpose.
In contrast, traditional companies often make it impossible
developers to interact with the rest of the business.
They have a large pool to choose from, as they are known
generous compensation packages, and strong career growth opportunities.
The mission could be “Build a world-class booking experience
a product team on a hospitality product, or “Empower teams to integrate rating experiences with close to zero effort”
a product platform team.
It’s finding worthwhile areas to invest in and creating a compelling vision
how we can succeed in this game.
The team is responsible
the execution, and the team lead – usually the Engineering Manager – is responsible
making this happen.
team-level projects, not having a dedicated project manager ends up simplifying processes, and strengthening personal relationships.
When collaborating with other teams – also without project managers – they will also build relationships
other engineers leading projects, or owning products.
complex projects that span several teams across different offices and time zones, leading such a project is a full-time job
They are typically tied to external-facing commitments and customers – such as a Program Manager
the Apple partnership – or to long-running initiatives, like a compliance program.
When I joined the Skype
Web team, we initially did two-week sprints, and followed the usual Scrum processes.
In the “old world”, an engineer would finish their work, check into their branch, update a ticket, and let the QA know it’s ready
We made a quiet, unofficial, change where all SDETs built production software as well, and all software engineers became responsible
testing their own code.
Now we no longer had to wait days
feedback before shipping code to production.
Infrastructure and developer tooling removed the need
many Scrum rituals.
Much of Big Tech has recognized how first-class infrastructure and developer tooling make a big difference to the productivity