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My takeaway is that development managers shouldn't put a bunch of lead developers together on a project, unless the project is big enough that each leader could
by davidkellis 11y ago
My takeaway is that development managers shouldn't put a bunch of lead developers together on a project, unless the project is big enough that each leader could own an independent piece. Otherwise, toes get stepped on, folks start bickering, and progress grinds to a halt.
- mpdehaan2 11y agoI kind of feel much adoption of "microservices" is not for technological regions but for human ones - to increase separation in architectual and code choices where just dividing work up by component wasn't enough.
- jib 11y agoI think it is more about two things. 1. Learn to flex across roles 2. Be specific about roles in a project/team/task Sometimes you need a bunch of strong dudes working together on something. When you do, it is extra important to be specific about roles. Who decides when there is a tie or you are stalled? Who facilitates view points? etc. If you dont have the flexibility to gracefully and effectively not lead, you are pretty one-dimensional. That doesnt mean the passive aggressive "well it is X's project so I guess he decides" way, rather it means to fully support and believe in the group structure you've set up for this thing, whatever the thing is. Roles are something you flex into and out of, not something that defines you or is something "you are". If you let a role define you, you will be a lot less effective in getting stuff done.