On Sizing Your Engineering Organizations | Kellan Elliott-McCrea

What are your teams top goals and priorities? The inability to answer this question with clarity across your company is the most common cause of “moving too slow”. There is a perception that the default state of a tech team is entitled engineers run amok, working on whatever they want. My experience is that most teams arrive, over time, through some application of “agile processes” to a default top priority of, “Do the Tickets Assigned to Me in the Groomed Backlog.” This largely subconscious attempt to do software development via industrial era conveyor belt metaphors is doomed to failure. It does have one nice upside: it requires a very low degree of management skill. You get to manage each individual individually rather than as part of a cohesive larger team. Unfortunately its a terrible way to build software. (side note: “velocity” in software engineering is misnamed and actively harmful as it measure how fast you’re spinning your wheels irrespective of how fast you’re moving towards your goals) ((side side note: yes, you definitely are paying your engineers way too much if you’re going to be asking them to perform as assembly line workers))

Source: On Sizing Your Engineering Organizations | Kellan Elliott-McCrea

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2018 Writing Income

pretty much the same as print royalties. When we sell one of my books to Audible or Graphic Audio, they pay an advance up front. Once sales earn out that advance, I start getting royalties for each sale.

I’m told with credits, Audible pools the credit money for the month and divides it among sales made with said credits.

Source: 2018 Writing Income