3 ms·

Evan's metric and henry's are not directly comparable. Someone on vue core team (perhaps evan himself) said internal group co-ordination and management is hand

by rk06 5y ago

Evan's metric and henry's are not directly comparable. Someone on vue core team (perhaps evan himself) said internal group co-ordination and management is handled by other team members, most prominent among them being Chris Fritz[1] (before he stepped down) and Sarah Drasner[2]. This reduces managerial burden on Evan and gives him more energy & time to focus on technical challenges While Henry is the senior most member in babel team, so most of the management work is on him. which eats his time a lot more. [1] https://twitter.com/chrisvfritz https://twitter.com/chrisvfritz [2] https://twitter.com/sarah_edo/ https://twitter.com/sarah_edo/

Frost1x 5y ago
The necessary "glue" work that often doesn't get tracked but eats a lot of time, energy, and cognitive capacity is very often overlooked. I'm not saying that is or isn't what happened here. I've worked with a lot of teams where no sort of solid leadership existed. Filling that gap is often difficult to justify because there's a tremendous amount of thought involved and it's a thankless task. Sure you can take the existing structure and direction and just plug away but ultimately, most efforts that do this fail. You need to look ahead and think about future adaptability if you want success. People often act like software development is as straightforward as data entry. You should have X entries per day. If you didn't add X entries then you must be slacking. Development requires not only technical prowess which is difficult to maintain in-and-of-itself but creativity, vision, and strategy. If you ignore the rest your project will fail or at least become an artifact of times past at some point.
- waheoo 5y ago
  We actively discourage team leads from trying to be the "team lead that still codes a bit here and there", they mostly just get in the way and don't focus on the team's real needs. I.e. we'd rather them take a late lunch or go home early than push a sub par PR nobody wants to criticise.

by rk06 5y ago

Frost1x 5y ago

The necessary "glue" work that often doesn't get tracked but eats a lot of time, energy, and cognitive capacity is very often overlooked. I'm not saying that is or isn't what happened here. I've worked with a lot of teams where no sort of solid leadership existed. Filling that gap is often difficult to justify because there's a tremendous amount of thought involved and it's a thankless task. Sure you can take the existing structure and direction and just plug away but ultimately, most efforts that do this fail. You need to look ahead and think about future adaptability if you want success. People often act like software development is as straightforward as data entry. You should have X entries per day. If you didn't add X entries then you must be slacking. Development requires not only technical prowess which is difficult to maintain in-and-of-itself but creativity, vision, and strategy. If you ignore the rest your project will fail or at least become an artifact of times past at some point.

waheoo 5y ago
We actively discourage team leads from trying to be the "team lead that still codes a bit here and there", they mostly just get in the way and don't focus on the team's real needs. I.e. we'd rather them take a late lunch or go home early than push a sub par PR nobody wants to criticise.