Have you heard the story about the two engineers and the manager who found a Genie lamp? This manager and his team were looking for a laptop with crucial information for delivering an app. While searching their storage room, they stumbled into an old oil lamp that would look cool in the office, so they decided to clean it. After a couple of rubs, a Genie comes out.
The Genie told the three he will grant one wish to each one of them, so the first engineer is quick to say: “I want to be in the Bahamas, living in my dream home and owning a yacht” Puff! He is gone. The second engineer screams: “I’m next! I want to be...
“Why has it become so difficult to hire people in startups? Do you think you could send us more options? When would I have the first list?”
As a Technical Recruitment Leader, these are just some of the questions that I hear practically every day, throughout the years of experience in several companies (Enterprise, Mid Sized Companies, and Startups).
I have realized that one of the most relevant factors, when it comes to attracting talent, is the organizational culture of the company. This, in turn, is part of its “Employer Brand.” Let’s accept it, saying, “I’ll talk to you about X or Y transnational company (that everyone knows...
As a software engineer, I know how frustrating it can be to work with legacy code, especially when your client has no idea of the level of technical debt you are inheriting, and wants you to deliver bug fixes and new features as soon as possible. If you’re as passionate about software development as I am, you’re supposed to enjoy it, not hate it. That’s why I’m writing this blog post: To share my experience and a key piece of advice about how to deal with it.
The most common issues of working with legacy code are:
- Having no tests at all, or no useful tests.
- Outdated dependencies.
“Geek out” might seem like a strange and vague company value, so why write an entire blog post about that value alone? I recently met with a consultant who came down to our main development office in Colima a few months ago, and we were discussing her experience with us. By comparison to different service firms in Mexico, some who have their employees drink the Kool-Aid, she felt that a key advantage for us is one particular cultural element: Geek Out.
When I wrote our company culture document a few years ago, I put a lot of myself into it, based on my reality at the time and my aspirations for what a nearshore product development shop...
Curious about senior recruiting and communities? Here’s a talk I did at Hirepalooza 2015. Here are the Hirepalooza 2015 slides, which might help, given a couple jumps in the video. This is the description from the talk:
Even if you have a limited budget you still need to recruit tech talent. Join Eric Siegfried, CEO of TangoSource as he talks about how to find and hire the most critical technical talent on your team– even when you have close to no budget. From this session you’ll learn how to build and leverage an ecosystem, relate more to senior talent, and raise the level of your team.
Some people underestimate sprint retrospective meetings and think of it as simply the time when a sprint ends and they can move on to what’s coming next week. But in reality, this meeting provides an opportunity for the team to identify relevant action items to improve their performance. This is the moment where the team can meet and examine each other’s performance for the sake of the project. It’s also an opportunity to update and improve the team’s definition of done.
There are many ways to lead a retrospective meeting. I’ll share with you what has worked for us.
At the beginning of each meeting
Make the purpose of the meeting clear for everyone. If this is the team’s first retrospective meeting, it’s...
Have you seen a team that doesn’t understand the reason behind developing certain feature? Have you had a sprint review where more than a half of the features are rejected? Or that the team develops a huge feature that doesn’t add any significant value to the product? If you’ve seen this in your project, it might mean that your Product Owner is doing something wrong.
We can consider the Product Owner to be the main stakeholder. She should own the product and determine direction. The reality is that the Product Owner role is different from that of a project manager, since she has the passion, the vision, and, unlike a project manager, has to say no to people. Let me explain.
We’ve been working with Heather Poon to provide open source art for a top down zombie shooter game. It is covered under the Creative Commons Attribution Share Alike 3.0 license
For those of you who happen to look at other parts of our site, like the portfolio, you may have curious about our personal productivity tool, Todo Zen. It’s a great example of a viable product that was too slow to the market to make an impact, derailed by the success of an incompatible business. So what happened, and what can you learn from our experience?
Todo Zen origin
After trying out our first product that was getting limited traction in a small market, we realized it was time to move on. My cofounder, Federico, suggested that we try creating a task management tool, and introduced me to Kanban. That evening, we went to a restaurant, and wireframed...
Team extension (noun):The service category of helping companies scale their staff with remote contractors who integrate into the current business process.
So where did this term come from? Back in 2009, after a few months of working part time on my first software product, my company announced a voluntary layoff program, due to the excess software engineers in the organization. Within a day, I signed up to sign off. With some self funding, I had an 18 month window to try to find a profitable business after I found a technical co-founder.
During that time period, we killed off one product, started a second, and finally found a working business model, by paying attention to how our business was actually performing....