When we run a test suite in most languages, we can also generate reports with percentage of code coverage. These reports aren’t all they are cracked up to be.
Those who forget the past are condemned to repeat it.
Culture is a word that is thrown around so much within our industry that it has become a parody of itself. From bizarro world news stories such as Dropbox’s cafeteria gaining a Michelin star, to the ping pong tables that are eternally associated with a tech office, it is often assumed that tech companies, and in particular startups, are innovative by default.
I spoke last time about the organisational challenges of adopting Continuous Delivery. One of the key takeaways was the importance of blurring the boundaries between team ownership in order to facilitate better adoption. This time around I want to zoom in a bit and focus specifically on the challenges faced by specific parts of the pipeline. Depending on how far through adoption you are, you likely no longer have dedicated teams for each of these functions, though the problems outlined here can still exist and derail even the most cross functional of teams.
Building and maintaining a high performance software team is an ongoing effort. The challenges range from attracting great people in a highly competitive market, to providing interesting and challenging workloads, and putting together team structures and practices in which people can thrive.
Programming style is often categorised by language or architecture, but the code style also can differ a lot within the same kind of architecture. Defensive programming is derived from the notion that very few things can be trusted when running a program, and adding more checks help to improve the stability of it.
If you’re a developer trying to understand what may be required to take a step up, then you’ve come to the right place. In this article, we’ll discuss a few of the traits that we look for when hiring or promoting into Tech leadership roles:
There are many challenges in building an agile team. We hear about self organising teams, but how can a CTO ensure a roadmap is kept? We hear about #noestimates, but how can we plan anything without estimates? Failure is an important part of agile, but how can we accept failure in production? Communication is key, how can we encourage it?
One of the hardest things for any company to do is to foster an environment in which employees feel motivated and that they have the ability to improve, both as skilled employees and as people. For the last few years a fierce debate has emerged over the effectiveness of annual performance reviews and the merit they have in the 21st century workplace.
Note: Article edited on the 4/12/2018