Thoughts for Roger

I’m having a hard time adjusting to this people structure we’re engaged in, it’s unsettling.

We really have some major improvmeents we could be making with some simple people reorganizations.

I am having a real hard time feeling confident in my role without more product exposure. The most lean and successful teams I’ve found utilize the agile pod structure More importantly than that, there was far less stress involved.

We’ve got a team of engineers, way more than is reasonable for the product we’re trying to support.

We need to be making stratgic infrastructure choices. Unless it’s just really that much of a drop in the bucket.

We can do this a lot cheaper and a lot more streamlined. Since we’ve started moving toward the microsevices way of doing things, it’s only logical to make the staff shift to support it. If we have teams that own a set of microservices, throw a devops in that team.

My role exists to help people deliver software. Software engineers need help designing their software to run optimally on the platform we build we have created this monolithic tank that rolls out in hours rather than minutes. It’s unreasonable to expect someone not to make mistakes occasionally after 5 hours of doing anything.

We have to rethink how we’re distributing and organizing work as a whole. There’s many pieces of the assembly line that are snared for one reason or another. Then there’s the communication that occurs between management and staff. It’s rarely anything more than a distribution of work. You’ve got engineers, they know how to build things, but they can’t effectively build to suit the enterprise if deliverables are set by product.

I am struggling with the planning in a vacuum that is occuring within management, very little trickles down to us? me? I’m not sure.

https://www.agileconnection.com/article/using-agile-pods-realize-potential-your-team