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The best way to do it would be to funnel all communication with the engineers through the manager. This includes questions, ideas for new features, feedback fro
by enraged_camel 9y ago
The best way to do it would be to funnel all communication with the engineers through the manager. This includes questions, ideas for new features, feedback from customers, and so on.
What you want to avoid is random people (and that includes higher ups) pinging the engineers directly. That can be incredibly distracting and can result in large decreases in productivity, not to mention higher likelihood of bugs and other problems as the engineer is kicked out of their "zone" and loses their concentration.
http://heeris.id.au/2013/this-is-why-you-shouldnt-interrupt-a-programmer/ http://heeris.id.au/2013/this-is-why-you-shouldnt-interrupt-...
- clarle 9y agoThere needs to be a balance here. I've worked in larger organizations where communications got funneled through so many managers that any problem, once it was a cross-team or cross-department issue, got lost in a giant game of telephone. A pretty significant issue that could have been solved by a single configuration property change took nearly a month to accomplish just because the problem got lost through a miss in communications in one link of the chain.
- reledi 9y agoDefinitely. If a simple config needs to be flipped, the engineers can communicate directly across teams. The problem is when requests for larger ideas and tasks do not go through your PM/PO (they should be protecting their team from "malicious" requests so they can meet their milestones on time). For example, someone from product or marketing shouldn't be able to walk up to you randomly and request that you build something for them. (When they do, redirect them to your PM/PO.)