Just the way I store links
- How to approach a system design interview
- Complete interview preparation guide
- Top 10 algorithms in Interview Questions
- Tech Interview Handbook
- Data Structures for Coding Interviews
- FAANG hiring managers share how to answer behavioral interview questions
- Coding Interview University
- Interview Questions to ask as a candidate
- Questions to ask on YOUR interview
- List of developer questions to ask prospective employers during the hiring process.
- What to say when recruiters ask you to name the first number
- Ask HN: Top three questions for a startup before accepting a job offer?
- 44 engineering management lessons
- 12 manager readmes
- "As a CTO, my default loop is "First, cycle through all my employees and make sure that I have equipped them to be happy and productive in their jobs. Second, find something to do. If possible, delegate it; if not, do it. Repeat."
- Manager guide
- Performance reviews - "If anything in your performance review is a surprise, then I have failed as a manager."
- Ask HN: As a team lead how to handle project going off the rails? ... Assess the product delivery in terms of risks. Look at what's on the roadmap and build a 2x2 matrix of the intended features. Get some post-its and write down each feature. Organized on the 2x2 with these axes X: "risk/complexity" Y:"desirability" (that's business & customer desirability.)...
Necessary
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Simple <---+---> Complex
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Nice to have
- How to fail as a new engineering manager
- Ask HN: What made your favorite manager/supervisor/CEO so great?
- Stripe Atlas: Guide to scaling engineering organizations
- Dev-To-Manager
- A guide to difficult conversations
- The compass and the map - "If you’ve got the wrong map, the right compass will get you home if you know how to use it."
- The five types of communication problems that destroy company morale
- How to Size and Assess Teams
- How to invest in technical infrastructure
Forced
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Short-term <---+---> Long-term
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Discretionary
- Ask HN: What are the signs that you have a great manager?
- Increasing Engineering Tempo at Splice
- "At the end it's the question about money and passion. We have zero passion to support IE11 so it's all about money. We suggested to estimate a monetary value of supporting IE11. The idea behind is to find values for this simple formula: (cost of support) + (opportunity cost) - (profit) - (reputation cost)"
- Hopefully fair performance reviews for software developers
- A typology of organisational cultures "The underlying idea is that leaders, by their preoccupations, shape a unit’s culture. Through their symbolic actions, as well as rewards and punishments, leaders communicate what they feel is important. These preferences then becomethe preoccupation of the organisation’s workforce, because rewards, punishments, and resources follow the leader’s preferences. Those who align with the preferences will be rewarded, and those who do not will be set aside. Most longtime organisation members instinctively know how to readthe signs of the times and those who do not soon get expensive lessons." and "The most critical issue for organisational safety is the flow of information"
- The Evolution of Mission Command in U.S. Army Doctrine "The commander’s intent defines the limits within which subordinates may exercise initiative. It gives subordinates the confidence to apply their judgment in ambiguous and urgent situations because they know the mission’s purpose, key task, and desired end state. ... Using disciplined initiative, subordinates ... perform the necessary coordination and take appropriate action when existing orders no longer fit the situation."
- The Elements of Good Judgment
- Increment: Teams - a few interesting articles about team building
- A Guide to Understanding the Role of a Mentor
- Manager's Playbook
- My favorite product management templates
- A primer on engineering delivery metrics
Software Delivery Performance Metrics:
- Delivery lead time. How long it takes code from commit to production.
- Deployment frequency. How often we are deploying to production.
- Mean time to restore. How long it takes us to restore service after an incident.
- Change failure rate. The percentage of changes that degrade service or require remediation.
- Debugging engineering velocity and leading high-performing teams
- "The person who tells the most compelling story wins. Not the best idea. Just the story that catches people’s attention and gets them to nod their heads."
- 4 Hiring Myths Common in HackerNews Discussions
- The Power of Product Integrity
Product integrity has both an internal and an external dimension. Internal integrity refers to the consistency between a product’s function and its structure: the parts fit smoothly, the components match and work well together, the layout maximizes the available space. External integrity refers to the consistency between a product’s performance and customers’ expectations.
Inspirational leaders:
- selectively show their weaknesses. By exposing some vulnerability, they reveal their approachability and humanity.
- rely heavily on intuition to gauge the appropriate timing and course of their actions. Their ability to collect and interpret soft data helps them know just when and how to act
- manage employees with something we call tough empathy. Inspirational leaders empathize passionately—and realistically—with people, and they care intensely about the work employees do.
- reveal their differences. They capitalize on what’s unique about themselves. You may find yourself in a top position without these qualities, but few people will want to be led by you.
- What Silicon Valley "Gets" about Software Engineers that Traditional Companies Do Not
- Software effort estimation is mostly fake research
The issue with estimates are expectations. While nobody acknowledges it, you're not actually asked for an estimate, you're being asked for a quote. The difference is when you're asked for a quote, you're asked how much you will be charging, with the expectations that you'll be willing to eat into your own margins to give a lower quote. That's why it's a negotiation, where you negotiate how much extra effort, time and headcount you're willing to give, how much tech dept you're willing to take, etc., for the privilege of getting their business. If you see it for what it really is, you'll see that it works pretty well actually. The business gets more out of you for less to them. It was never about having an accurate timeline or helping with planning or prioritizing, and always about negotiating a better contract with the dev team.
- Software Development Waste
- Notes on Software Development Waste
- I test in prod
- 11 Promises from a Manager
- Spotify Engineering Culture (part 1) - I found the image quite insightful (especially alignment vs autonomy)
- The Art of the Awkward 1:1
- We'll be working remote for another 6+ months. Time for a 1:1 tune-up
- Working the Weekly 1:1
- The 4 questions you should stop asking during your one-on-one meetings
Personal favourites
- Designing Data-Intensive Applications
- Peopleware: Productive Projects and Teams
- High Output Management
"The output of a manager is the output of the organizational units under his or her supervision or influence"
"You need to plan the way a fire department plans. It cannot anticipate where the next fire will be, so it has to shape an energetic and efficient team that is capable of responding to the unanticipated as well as to any ordinary event"
When a person is not doing his job, there can only be two reasons for it. The person either can’t do it or won’t do it; he is either not capable or not motivated.” This insight enables a manager to dramatically focus her efforts. All you can do to improve the output of an employee is motivate and train. There is nothing else
It’s obvious that your decision-making depends finally on how well you comprehend the facts and issues facing your business. This is why information-gathering is so important in a manager’s life.
While we move about, doing what we regard as our jobs, we are role models for people in our organization
My day always ends when I’m tired and ready to go home, not when I’m done. I am never done. Like a housewife’s, a manager’s work is never done. There is always more to be done, more that should be done, always more than can be done.
A manager must keep many balls in the air at the same time and shift his energy and attention to activities that will most increase the output of his organization. In other words, he should move to the point where his leverage will be the greatest.
Reports are more a medium of self-discipline than a way to communicate information. writing the report is important; reading it often is not;
- MIT 6.824: Distributed Systems
- The Feynman Lectures on Physics
- MIT 16.885J Aircraft Systems Engineering
- Introduction to Human Behavioral Biology / Stanford
- 7 absolute truths I unlearned as junior developer
- How to Become a Better Software Developer: A Handbook on Personal Performance
- Ten Principles for Growth as an Engineer
- Organizational Skills Beat Algorithmic Wizardry
- How to Learn Software Design and Architecture
- How to sleep at night having a cloud service: common Architecture Do's
- Mostly adequate guide to FP (in javascript)
- Ask HN: How to improve code quality while maintaining decent velocity?
- The Most Important Non-Programming Skills
- Things I Don’t Know as of 2018 by Dan Abramov
Even your favorite developers may not know many things that you know.
Regardless of your knowledge level, your confidence can vary greatly.
Experienced developers have valuable expertise despite knowledge gaps.