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Honestly it sounds like you just need to actually lead. Don't make proposals to the team, that is for management, you make the decision and you make it happen.
by bhhaskin 3y ago
Honestly it sounds like you just need to actually lead. Don't make proposals to the team, that is for management, you make the decision and you make it happen. It isn't a democracy. Now that doesn't mean you ignore concerns and feedback, but it does mean they need to get in line with the direction the business and team are going.
For example. Make code reviews mandatory and lock down branches. No PR? Then the code doesn't get merged. Part of PR checking is test coverage and has to pass. Remove direct access to servers and environments and make deployments go though CI. Every PR must be tied to an issue.
Don't leave it up to them. Make it happen.
- survirtual 3y agoI hate to say, but this is the correct answer. Implement the policies that you know work, do not ask for permission. They'll adapt and be better for it -- and I am saying this as someone that successfully implemented such policies in a similar situation. You don't need to be an asshole about it, but just make it happen and provide instruction on how it all works.
- comprev 3y agoThis is a situation I'll be facing soon - a few years back the "parent" company decided to merge 10 separate tech departments into one - resulting in 10 different ways of doing something, 10 different release processes, 10 different branching strategies, etc. My role is to normalise the SDLC (from inception to sunsetting), whether it's IaC (TF, Ansible), Java, .NET or JavaScript - on Linux (DEB/RPM), Windows and containers. Most likely I'll step on some toes, although my argument is I'll step on everyone's equally, for the benefit of all.