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Facilitating the Spread of Knowledge and Innovation in Professional Software Development

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  • Transforming Software Product Teams into Tech Investors

    The key responsibility of an organisation lies in balancing user value with profitability. In a product organisation, software product teams invest their own time. According to Fabrice des Mazery, software developers are much more than stakeholders; they are the main investors as they are part of the product teams.

  • Transitioning from a Software Engineering Role into a Management Role

    Software engineers who want to become good at leading engineers can use everyday opportunities to practice management. Peter Gillard-Moss gave a talk at QCon London where he shared his experience with becoming a manager, and provided tips and ideas for engineers aiming to become a manager.

  • Fostering Healthy Tech Teams in a DevOps World

    Building healthy DevOps tech teams that are responsible for a broad area can be challenging. To measure the success of your team, several frameworks provide metrics indicating team health. Psychological safety matters for healthy teams to ensure each software engineer brings their own lived experiences to build better products and that they feel safe to do so.

  • Application Security Optimised for Engineering Productivity

    Laura Bell Main presented a webinar on 2024 trends in application security. She called out a shift from siloed DevSecOps initiatives to building an understanding of dev friction, and presenting solutions which optimise engineering productivity. Nikki Robinson also recently spoke about the importance of taking a developer experience targeted approach to security platform engineering.

  • Adopting Agile by Increasing Psychological Safety in a Software Team

    To test the agile way of thinking, a software team worked on their psychological safety with kick-off exercises, sharing coffee breaks, celebrating wins, a stand-up question, and 1-on-1 talks. This helped them to increase psychological safety in their software team.

  • QCon London: The Art, Science and Psychology of Decision-Making

    At QCon London 2024, Hannes Ricklefs, head of architecture at the BBC, gave a well-received talk on decision making. Ricklefs summarised the key reasons behind applying art, science and psychology to the discipline of decision-making, focusing on appropriate methodologies to use and the effects of biases on our ability to make good decisions in both a personal and business context.

  • Enabling Software Platform Adoption with Self-Service and User Engagement

    In order to scale a platform, it has to become a self-service product with software engineers and managers engaged, taking advantage of new technologies. A stakeholder engagement program was established with senior engineers and managers across the company, explaining how the new tools can increase developers' productivity and team velocity.

  • The Impact of Testing in Software Teams

    Communicating quality gaps, holding space for good testing, and writing automation are some of the ways that testers contribute to software teams. According to Maaret Pyhäjärvi, we need to think about testing, not testers. Collaboration and having conversations between team members can result in valuable impact that changes the product and the experiences of our users.

  • Fostering an Experimentation Culture in Software Development

    An experimental culture is a way of thinking; it is about trying new things and learning together, solving complex software problems, and creating value together. According to Terhi Aho, an experimental culture in software organizations requires strong management support and psychological safety.

  • How to Prevent and Repay Technical Debt: What Teams, Tech Leads and Managers Can Do

    Tech leads, project managers, and managers can prevent technical debt by giving software developers more time; in addition, they can plan for spare time and refactoring sprints to allow teams to improve code. To prioritise technical debt, development teams can show how much time we can save if we invest, and how complicated the software will become in the future if we don’t repay technical debt.

  • Google Project IDX Integrates iOS and Android Emulator, Extends Templates Library, and More

    Six months after its launch, Google has extended its experimental AI-powered, Cloud-based, shared workspace Project IDX with the introduction of integrated iOS simulator and Android emulator, new project templates, better integration with the Nix package manager, and more.

  • Why Stable Software Teams Aren't Always Best: Self-Selection Reteaming at Redgate

    There are advantages to having the same group of people stay together, especially in achieving a time-bound software development project. However, in a world where we increasingly see product or stream-aligned teams who own long-living software from creation through to delivery, operation, and ongoing improvements, then optimising for very stable teams is not the best idea, Chris Smith argues.

  • How Playing Games Enables Engaging Ways of Learning Agility

    Games can help us create a collaborative, joyful, and fun experience in which we play to solve complex problems. According to Jakub Perlak, people can play games that have a meaningful purpose, and have fun in doing so. Games create space for intentional cognitive activity which helps us when learning something new and adapting to changes that are important for agility.

  • Why Leading without Blame Matters to Leaders and Teams

    According to Diana Larsen, a culture of blame is a waste of human potential. People cannot achieve their best and most creative work when their energy goes into avoiding shame and blame. To lead without blame requires a shift toward learning and curiosity, she argues. It begins by building or restoring a relationship of trust and trustworthiness with the people.

  • The Value of Repaying Good Technical Debt

    Bad technical debt is the stuff that has been lingering around; teams need to work around it or fix the fallout as a consequence of this bad technical debt. Good technical debt is intentional, enables benefits for the organisation, and is controlled. Teams can use a disciplined approach for managing and repaying technical debt, for instance by using the wall of technical debt.

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