Engineering maturity models, the importance of setting context, productivity for monks
Engineering maturity models, the importance of setting context, productivity for monksAlso some weird-looking fake animalsEngineering maturity models and the importance of a strong foundation above all elseIn his article Engineering Maturity Model Mike Fisher shares how he thinks about the importance of different team capabilities when building software organizations. Despite how some maturity models—such as the Capability Maturity Model (CMM)—have been misused in the past, Mike encourages us to look past the process and focus on the principles. Here’s the important part:
To put it another way, if the base of your infrastructure and deployment pipeline is shaky, an increased focus on product development is eventually going to bring the whole house down. Click through to the article to see details about Mike’s full model. The importance of setting context as a product leaderI enjoyed David Pereira’s breakdown of The Three Phases of Product Managers—and not just because he got me with his jazz reference. The third phase:
I also agree with David that the most difficult part about growing into a product leader is the shift from “Conductor” to “Jazz Player” (in the model he shares in the post). And among those attributes, context is the hardest, and remains something I am constantly trying to get better at. Synthesizing information and providing the necessary context to our teams about projects or decisions take longer upfront, so many leaders skip that part because they have so many other things vying for their attention. But the problem is that if you don’t do that work upfront you’re only going to have to do it later—and in a more time-consuming way. The team will have questions, there will be lots of back-and-forth, and they will likely also be frustrated by the lack of clarity in their work. So don’t skip that part. Don’t just say “here’s what we’re doing”, say “here’s what we’re doing, here’s why we’re doing it, and here’s the data that supports why we’re doing it.” Ben Balter puts it this way in his excellent article Leaders Show Their Work:
Distractions, monk productivity, and the importance of “between-time”Sometimes the internet seems to think about the same things at the same time. Last week we were all in on meetings (see here, here, here, and here), and this week we’re all talking about distractions. Here are three excellent articles about this topic that all came across my feeds this week. First, there is a new interview with the father of deep work, Cal Newport (NYT gift article link). He talks about context switching and “slow productivity”—and it’s really good:
Matt Reynolds has a catchy title in Wired: Easily Distracted? You Need to Think Like a Medieval Monk. It’s a fun exploration of how medieval monks were, as he calls them, “the original LinkedIn power users” who kept trying to one-up each other with how distraction-free they were living:
And finally, in a short read Mandy Brown talks about the importance of Between-time:
If I had to find a thread through all these pieces, it would be this:
Some stray links
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Older messages
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