Key elements of a high-performance engineering organization:
Talent:
“These are my new shoes. They& #39;re good shoes. They won& #39;t make you rich like me, they won& #39;t make you rebound like me, they definitely won& #39;t make you handsome like me. They& #39;ll only make you have shoes like me. That& #39;s it.” Charles Barkley on the importance of talent.
Managing People:
Have a dual career track. Value management == technical track. Don’t just say it. Pay equal, equal impact, power etc. Hire and develop GREAT managers
Roadmap:
Many ways to come up with one but make sure you WRITE IT DOWN and share it with the company. Forces you to be clear in what you& #39;re trying to build, fosters debate and discussion and communicates to everyone.
Execution:
The debate is over. The right answer is "stable and predictable schedule of releases and vary the content / scope." Small, empowered teams with minimal technical coupling. Let them iterate and come up with small "complete" chunks for features that can be tested/used
Virtual Software Architecture Team:
Not a team on the org chart, but a virtual team that assures quality and consistent software architecture as the product and code base grows. Do this well and you& #39;ll be fast and never have to "rewrite" your codebase.
Automated testing:
A robust set of automated tests, great infrastructure to build and run them, and a culture that values test-driven development is the bedrock of high-performance engineering.
Performance analysis and testing:
A dedicated team to test and analyze module and system performance. Raising visibility of optimizations and bottlenecks so they can be proactively addressed.
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