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> The team I joined was around 5 engineers (all former developers and technical leaders), which grew to around 50 of more mixed experience across multiple locat
by jldugger 10y ago
> The team I joined was around 5 engineers (all former developers and technical leaders), which grew to around 50 of more mixed experience across multiple locations by the time I left.
Unfortunately, it's difficult for the audience to determine whether the author's success is attributable to the philosophy in the post, or the 10x growth in staff.
- stephengillie 10y agoThe author attributes both his success, and the team's growth, to his documentation philosophy. It does make some sense - improving process documentation for the most common issues will help ensure new team members resolve these issues consistently and effectively, both increasing their utility to the team and their personal morale. How much is directly attributable to him is open to debate.
- zwischenzug 10y agoThe team's growth was partly because of its perceived success at managing operations, but also because of large growth in customer base and application sprawl. The business model we had depended on fast releases and customers who refused to pay for much-needed testing or QA, but were happy to pay for the support we provided. Not saying that's a good thing, but it was the plate we were served.
- zwischenzug 10y agoThe quantity of issues dealt with went up more than 10x over that time, and the experience of the people dealing with them dropped. Whether that was due to me, the things we did, or other reasons is of course open to debate. This is just my view from where I sat.