Of
in sentence
638213 examples of Of in a sentence
Why is this, and are there takeaways others should take note
of?
An overview
of
a survey with over 100 companies represented, plus key takeaways.
How does the organizational setup
of
Big Tech influence how projects are executed?
The lack
of
Scrum at Big Tech.
Why is the popular framework missing from most
of
Big Tech, and are there takeaways for companies operating outside this model?
All engineers and product people were sent to best-in-class Scrum training, facilitated by one
of
the Agile manifesto’s founders.
Whatsapp out-executed Skype, built a more reliable messaging experience than Skype, and ultimately won the battle
of
messaging and communication apps.
The success
of
companies and project management approaches is not always correlated and this story is a reminder
of
this.
The summary
of
how companies manage projects is “it depends”.
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 for years.
An overview
of
the survey results.
The survey revealed a few interesting findings, some
of
which related to the question: “On a scale
of
1 (not satisfied) to 5 (very satisfied) how satisfied/happy are you with the current project management methodology?”
Teams being allowed to choose their own way
of
working was more common at public tech companies and venture-funded scaleups.
Many people rating their satisfaction as 4 or 5 mentioned autonomy, freedom and flexibility, and the putting
of
quality first at the team level, as a positive.
People mentioned lack
of
vision, good engineers leaving, lack
of
transparency or poor tooling as reasons why things went badly.
For these teams, no change
of
methodology would help because the issues ran deeper.
JIRA has been mentioned mostly with negative associations: all 13 mentions
of
JIRA were in this setting.
It measured a Net Promoter Score (NPS)
of
-83.
This is staggeringly low, and means that 83%
of
engineers would advise against JIRA.
In my view, it’s one
of
the easiest ways to demotivate engineers – to the point
of
some leaving – and also to get a false sense
of
what a team can achieve.
These kinds
of
responses were pronounced at companies where all teams were expected to follow the same methodology.
It’s an example
of
directive leadership and while this approach can work well for roles where there is little creativity needed, it is usually a poor way to build high-performing software engineering teams.
Most
of
these companies have Technical Program Managers (TPMs) who step in for large projects involving multiple teams, or run across organizations.
The ratio
of
TPMs to engineers was around 1:50 at Uber.
For people who have worked in Big Tech, much
of
this is familiar.
This is because the organizational structure
of
Big Tech greatly impacts how teams can – and do – execute.
The expectation
of
developers at traditional companies is to complete assigned work.
It impacts the day-to-day life
of
any engineer.
A motivated engineer easily makes multiple times the impact
of
a "factory worker" who only does what they’re told.
Engineers are encouraged to interact with the rest
of
the business and build relationships with non-engineers.
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