4 ms·

Ask HN: Advice for a developer leading their first major project

3 points by kaesar14 6y ago

I've been spending the last month designing an engineering design for a project that's gone through about 15 iterations and I feel the pressure starting to build as we get into implementation. Would love learnings and advice for an eng 2 years into their career about pitfalls.

rossdavidh 6y ago
There are issues that, if mishandled, can sink the project. There are others that it would be nice to get right, if possible. Make sure you have straight in your mind which are which, and maintain sufficient focus on the first group, only allowing focus on the second if you can afford it. You don't get graded on the % of issues handled correctly, you get graded on the project as a whole, and some of them are project-killers and some are not, but they all will tug at an engineer's "I want to fix that" instincts.
Jugurtha 6y ago
Recycling some replies. More context on https://news.ycombinator.com/item?id=26182988 https://news.ycombinator.com/item?id=26182988: Pick and choose: - https://news.ycombinator.com/item?id=19924100 https://news.ycombinator.com/item?id=19924100 (understanding codebases, etc.) - https://news.ycombinator.com/item?id=26591067 https://news.ycombinator.com/item?id=26591067 (testing pipelines, scaffolding, issue templates) - https://news.ycombinator.com/item?id=22873103 https://news.ycombinator.com/item?id=22873103 (making the most out of meetings, leveraging your presence) - https://news.ycombinator.com/item?id=22827841 https://news.ycombinator.com/item?id=22827841 (product development) - https://news.ycombinator.com/item?id=20356222 https://news.ycombinator.com/item?id=20356222 (giving a damn) - https://news.ycombinator.com/item?id=25008223 https://news.ycombinator.com/item?id=25008223 (If I disappear, what will happen) - https://news.ycombinator.com/item?id=24972611 https://news.ycombinator.com/item?id=24972611 (about consulting and clients, but you can abstract that as "stakeholders", and understanding the problem your "client", who can be your manager, has.) - https://news.ycombinator.com/item?id=24209518 https://news.ycombinator.com/item?id=24209518 (on taking notes. When you're told something, or receive a remark, make sure to make a note and learn from it whether it's a mistake, or a colleague showing you something useful, or a task you must accomplish.. don't be told things twice or worse. Be on the ball and reliable). - https://news.ycombinator.com/item?id=24503365 https://news.ycombinator.com/item?id=24503365 (product, architecture, and impact on the team) - https://news.ycombinator.com/item?id=22860716 https://news.ycombinator.com/item?id=22860716 (onboarding new hires to a codebase, what if it were you, improve code) - https://news.ycombinator.com/item?id=22710623 https://news.ycombinator.com/item?id=22710623 (being efficient learning from video, hacks. Subsequent reply: https://news.ycombinator.com/item?id=22723586 https://news.ycombinator.com/item?id=22723586) - https://news.ycombinator.com/item?id=21598632 https://news.ycombinator.com/item?id=21598632 (communication with the team, and subsequent reply: https://news.ycombinator.com/item?id=21614372 https://news.ycombinator.com/item?id=21614372) - https://news.ycombinator.com/item?id=21427886 https://news.ycombinator.com/item?id=21427886 (template for taking minutes of meetings to dispatch to the team. Notes are in GitHub/GitLab so the team can access them, especially if they haven't attended). - https://news.ycombinator.com/item?id=24177646 https://news.ycombinator.com/item?id=24177646 (communication, alignment) - https://news.ycombinator.com/item?id=21808439 https://news.ycombinator.com/item?id=21808439 (useful things for the team and product that add leverage) - https://news.ycombinator.com/item?id=20323660 https://news.ycombinator.com/item?id=20323660 (more meeting notes. Reply to a person who had trouble talking in corporate meetings) - https://news.ycombinator.com/item?id=22715971 https://news.ycombinator.com/item?id=22715971 (management involvement as a spectrum) - https://news.ycombinator.com/item?id=25922120 https://news.ycombinator.com/item?id=25922120 (researching topics) - https://news.ycombinator.com/item?id=26147502 https://news.ycombinator.com/item?id=26147502 (keeping up with a firehose of information) - https://news.ycombinator.com/item?id=26123017 https://news.ycombinator.com/item?id=26123017 (fractal communication: communication that can penetrate several layers of management and be relevant to people with different profiles and skillsets) - https://news.ycombinator.com/item?id=26179539 https://news.ycombinator.com/item?id=26179539 (remote work, use existing tooling and build our own. Jitsi videos, record everything, give access to everyone so they can reference them and go back to them, meetings once a week or two weeks to align)

3 points by kaesar14 6y ago

rossdavidh 6y ago

There are issues that, if mishandled, can sink the project. There are others that it would be nice to get right, if possible. Make sure you have straight in your mind which are which, and maintain sufficient focus on the first group, only allowing focus on the second if you can afford it. You don't get graded on the % of issues handled correctly, you get graded on the project as a whole, and some of them are project-killers and some are not, but they all will tug at an engineer's "I want to fix that" instincts.

Jugurtha 6y ago

Recycling some replies. More context on https://news.ycombinator.com/item?id=26182988 https://news.ycombinator.com/item?id=26182988: Pick and choose: - https://news.ycombinator.com/item?id=19924100 https://news.ycombinator.com/item?id=19924100 (understanding codebases, etc.) - https://news.ycombinator.com/item?id=26591067 https://news.ycombinator.com/item?id=26591067 (testing pipelines, scaffolding, issue templates) - https://news.ycombinator.com/item?id=22873103 https://news.ycombinator.com/item?id=22873103 (making the most out of meetings, leveraging your presence) - https://news.ycombinator.com/item?id=22827841 https://news.ycombinator.com/item?id=22827841 (product development) - https://news.ycombinator.com/item?id=20356222 https://news.ycombinator.com/item?id=20356222 (giving a damn) - https://news.ycombinator.com/item?id=25008223 https://news.ycombinator.com/item?id=25008223 (If I disappear, what will happen) - https://news.ycombinator.com/item?id=24972611 https://news.ycombinator.com/item?id=24972611 (about consulting and clients, but you can abstract that as "stakeholders", and understanding the problem your "client", who can be your manager, has.) - https://news.ycombinator.com/item?id=24209518 https://news.ycombinator.com/item?id=24209518 (on taking notes. When you're told something, or receive a remark, make sure to make a note and learn from it whether it's a mistake, or a colleague showing you something useful, or a task you must accomplish.. don't be told things twice or worse. Be on the ball and reliable). - https://news.ycombinator.com/item?id=24503365 https://news.ycombinator.com/item?id=24503365 (product, architecture, and impact on the team) - https://news.ycombinator.com/item?id=22860716 https://news.ycombinator.com/item?id=22860716 (onboarding new hires to a codebase, what if it were you, improve code) - https://news.ycombinator.com/item?id=22710623 https://news.ycombinator.com/item?id=22710623 (being efficient learning from video, hacks. Subsequent reply: https://news.ycombinator.com/item?id=22723586 https://news.ycombinator.com/item?id=22723586) - https://news.ycombinator.com/item?id=21598632 https://news.ycombinator.com/item?id=21598632 (communication with the team, and subsequent reply: https://news.ycombinator.com/item?id=21614372 https://news.ycombinator.com/item?id=21614372) - https://news.ycombinator.com/item?id=21427886 https://news.ycombinator.com/item?id=21427886 (template for taking minutes of meetings to dispatch to the team. Notes are in GitHub/GitLab so the team can access them, especially if they haven't attended). - https://news.ycombinator.com/item?id=24177646 https://news.ycombinator.com/item?id=24177646 (communication, alignment) - https://news.ycombinator.com/item?id=21808439 https://news.ycombinator.com/item?id=21808439 (useful things for the team and product that add leverage) - https://news.ycombinator.com/item?id=20323660 https://news.ycombinator.com/item?id=20323660 (more meeting notes. Reply to a person who had trouble talking in corporate meetings) - https://news.ycombinator.com/item?id=22715971 https://news.ycombinator.com/item?id=22715971 (management involvement as a spectrum) - https://news.ycombinator.com/item?id=25922120 https://news.ycombinator.com/item?id=25922120 (researching topics) - https://news.ycombinator.com/item?id=26147502 https://news.ycombinator.com/item?id=26147502 (keeping up with a firehose of information) - https://news.ycombinator.com/item?id=26123017 https://news.ycombinator.com/item?id=26123017 (fractal communication: communication that can penetrate several layers of management and be relevant to people with different profiles and skillsets) - https://news.ycombinator.com/item?id=26179539 https://news.ycombinator.com/item?id=26179539 (remote work, use existing tooling and build our own. Jitsi videos, record everything, give access to everyone so they can reference them and go back to them, meetings once a week or two weeks to align)