3 ms·

It's not about reporting, it's about decision making. Who is making the decisions? Who is deciding if a feature is worth postponing the deadline? Who is deci

It's not about reporting, it's about decision making. Who is making the decisions? Who is deciding if a feature is worth postponing the deadline? Who is deciding when good is good enough? Who is deciding how to structure the teams? Should we write unit tests? How many? What should be unit tested? What's the software architecture? What DB to use? If you take any two devs there are a million things they'll disagree on. And someone just needs to make a choice. For expediency, so you don't spend too much time bike shedding, and for consistency so you either deliver a polished and robust application late or a rough application on time instead of a half reliable, half polished application a little late. Most of these decision should be made at the organization level or by a person full time on the team. And usually the person who makes these decisions(the product ones not necessarily the technical ones) also reports up the chain to make sure theses decisions are aligned with the organization.

cmehdy 6y ago
Again, this is not an issue. You could make up a bunch of questions about pretty much anything, it's always going to be questions and answers in a management chain. The point is that all this stuff can be answered by the two people as a team, and if they disagree they have to figure out a mature way to present their disagreement or manage to convince each other. If you're an experienced engineer and you think your solution is better than the junior's, then by all means just lay it out for your teammate to understand and accept it. If you can't even convince your teammate, I'd be worried about what you're going to do about your superiors all the way to the CTO. Ultimately if there are a couple paths then you end up listing the trade-offs together as a team, genuinely, and you present THAT to your superior so that you can have a higher-level discussion about what they see and want from their perspective. You do the homework together, and you do it well enough so that your manager doesn't have to work for you.. Which you should be able to do anyway if you were about to be the manager, right?

cmehdy 6y ago

Again, this is not an issue. You could make up a bunch of questions about pretty much anything, it's always going to be questions and answers in a management chain. The point is that all this stuff can be answered by the two people as a team, and if they disagree they have to figure out a mature way to present their disagreement or manage to convince each other. If you're an experienced engineer and you think your solution is better than the junior's, then by all means just lay it out for your teammate to understand and accept it. If you can't even convince your teammate, I'd be worried about what you're going to do about your superiors all the way to the CTO. Ultimately if there are a couple paths then you end up listing the trade-offs together as a team, genuinely, and you present THAT to your superior so that you can have a higher-level discussion about what they see and want from their perspective. You do the homework together, and you do it well enough so that your manager doesn't have to work for you.. Which you should be able to do anyway if you were about to be the manager, right?