#138 Jeff Haynie, The State of Engineering Performance Management

Summary
Jeff Haynie of Pinpoint talks about their survey and report on how engineering teams measure their performance.

Details
Who he is, what he does, a little about Appcelerator Titanium. What is Pinpoint, finding out what is going in engineering. Report on state of engineering performance management, companies surveyed, metrics used. Software is a new profession, much will change in the medium term. Metrics used by companies who did measure; why cost wasn't a metric; is there a "best" metric. How Pinpoint measures their own performance. How is the data gathered. Black boxes in the company and getting visibility into teams, how does agile fit in. How the rest of the business views engineering; CTO/CIO are more most negative about engineering. Challenges teams face; no metrics no problems. Future work. Finding the report.

Links
Jeff's Twitter

Report by Pinpoint

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#125 Angela Dugan, How to Build a Great Team

Summary
Angela Dugan talks about teams, what they are, how they go wrong and how to build a great one.

Details
Who she is, what she does. What a team is; should we all be full-stack developers. Types of team member, introverts and extroverts. Difference between leader and manager. Career path for developers who don't want to manage. Finding the strengths of a team member and a team. People are the biggest and hardest part of building software. How to build a strong team - try to find balance of skills, keep the team the same unless a change is needed, empower the team to make decision. Can the structure of agile interfere with team. One team member can run a team. Book recommendations from Angela. Where you can see Angela giving a talk.

Links
Angela's Twitter
Drive by Daniel Pink
The Culture Code by Daniel Coyle
Dare to Lead by Brené Brown

Out From the Cube podcast

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#66 Ben Day, Therapist for Teams

Summary
Ben Day, Plualsight author, coach and trainer talks to me about real world agile and scrum.

Details
Who he is, what he does, Pluralsight, how long it takes to make a course; what agile and scrum are, agile is abstract, scrum is concrete; why daily standups are boring, shortening the cycle between dev and qa; Bryan doesn't think you need the meetings if the project is going well, Ben explains why you do; scrum masters should not be project managers, scrum masters are coaches, scrum masters are not leaders; Ben doesn't like the three common stand up questions; scrum should provide a framework; "multitasking is death"; people don't like being screamed at, how to deal with unrealistic expectations; software development vs software delivery; agile and scrum forget that people are involved, "Ben Day - Therapist for Teams"; it's all about people, leave ego out of it, Difficult Conversations; Ben's scrum courses on Pluralsight.

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Links
Pluralsight courses

Book - Difficult Conversations

#33 Justin Mills, Yesware

Summary
Justin Mills, software engineer at Yesware tells me about their flat organizational structure and development practices.

Details
Little about Justin and Yesware; team structure, no test team, no defined team leads; no cohesive architecture; shared infrastructure, hierarchy might be needed; getting approval to reduce technical debt; assigning teams to tasks, trying open allocation, ending open allocation; no titles in engineering but other departments have titles; no one in a position to make a tough decision; struggling with agile, speed of development is the goal.
**extended interview** SDLC, frequent releases probably break often,
Justin's hopes for the company's future.

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Extended Interview