![]() It makes no sense to hire talented engineers and then assign them work like “code monkeys”, nowhere more so than in a startup. This added a lot of overhead to my role and didn’t empower engineers to use their creativity and technical knowledge to come up with a solution themselves. Typical “Agile” focussed workflows would have the CTO (me in this case) or a senior engineer breaking down work into discrete technical tasks and assigning them to engineers. ![]() As a result, we were moving slower than we wanted to and didn’t have enough customer-facing progress to get feedback on.Įngineers were too reliant on my decisions ![]() However, at the end of the sprint, it was not uncommon for tasks to not be completed as we’d either underestimated the time needed to deliver them or misjudged the magnitude of “unknowns” there were going into the task that resulted in the scope of work expanding. We’d decide on some new features or infrastructure to build for the next two weeks, put an effort estimate on it and get to work. ![]()
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