![[notes] Three Theses and Their Implications About Software Engineering](https://alldevblogs.blob.core.windows.net/thumbs/article-a39c1b51bb34-full-c1dd3352.webp)
A reflection on software engineering culture, emphasizing engineer agency and the impact of management on team dynamics and responsibility.
A senior engineer reflects on the transition from individual contributor to system designer, exploring the addictive nature of shipping code versus the long-term leverage of building robust systems.
A developer's 2025 retrospective covering career moves, open-source project stewardship (HTML Minifier), and the impact of AI on engineering productivity.
Kent Beck discusses how AI coding assistants accelerate learning for junior developers, improving their productivity and making them better hires.
Analysis of how engineering management trends shift with business cycles, highlighting core skills that remain constant.
The author seeks community input on observability practices and software buying strategies for a tech book update.
An engineering manager argues for prioritizing team well-being over short-term efficiency, stating that caring for people leads to better long-term productivity and results.
An engineering manager reflects on the role's challenges, feeling accountable but not directly credited, and compares it to surfing.
A critique of the '10x engineer' myth, arguing for the value of 'normal' engineers and the complexity of measuring software development productivity.
Summarizes key insights from three engineering management books, focusing on psychological safety, effective vs. efficient work, and managing hypergrowth.
A hiring manager shares advice for technical interviews, framing them as a mutual sales pitch where candidates should position themselves as problem-solvers.
A tech manager shares lessons on handling team salary disputes and collective issues after competitive hiring leads to pay disparities.
A VP of Engineering at a startup debates the necessity of engineering managers with a CEO who views them as unnecessary overhead, exploring arguments for their role.
Explores the personal and professional growth from transitioning to an engineering manager role, challenging past biases against management.
An engineering manager discusses the challenge of maintaining technical skills while managing a large team and balancing personal life.
A guide for engineering managers on the critical importance of having difficult conversations early to address team performance and accountability.
Argues that Tech Leads, who code and manage small teams, are more effective than detached Engineering Managers in software organizations.
A manager outlines four key areas for aligning with team members on performance: Focus, Baseline Expectations, Opportunities, and Risks.
A manager argues that effective management is crucial for keeping engineering teams focused on business goals and preventing technical rabbit holes.
An Engineering Manager reflects on the trade-offs between working in a small vs. large tech company, focusing on breadth of exposure versus depth of specialization.
