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RubyConf 2018 - Designing an engineering team: Making room for everyone by Jack Danger How many different roles are there on engineering teams? Officially, there's probably just a manager and maybe a tech lead. Unofficially, you have technical specialists, company veterans, people focused on tools, and those who think deeply about the product. In this talk we'll steal the best ideas from operating rooms, wartime deployments, and courtroom litigation. We'll see how it's possible to train, reward, and empower your teammates by respecting their uniqueness while also making room for very junior developers to join fast-moving teams.
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In his talk at RubyConf 2018, Jack Danger addresses the challenges of designing engineering teams that appreciate diversity and leverage unique skills. He emphasizes that while the traditional view of roles within engineering teams often simplifies them to a manager and a tech lead, the reality includes a broader range of specialists like technical experts and mentors. Danger argues against the simplistic hiring practices that judge candidates by vague standards, calling into question the idea of a 'real engineer' or a fixed hiring bar. Key points discussed include: - The diversity of skills in software engineering, where each individual may only be competent in specific areas, making it ineffective to assess talent based on generic standards. - Importance of using interview techniques that allow candidates to demonstrate their unique skills, such as asking them about code they admire. - Drawing parallels to other fields like aviation and medicine, Danger underscores how defined roles and responsibilities lead to better outcomes. He notes that in contrast, software teams often lack this structure. - Effective teams adapt to varying requirements, possess a clear direction, and include members focused on customer needs. Successful teams often include junior members or learners who bring fresh perspectives. - Danger highlights that there is no linear progression to mastery in engineering, and thus, hiring should focus on the actual skills needed for a role rather than on arbitrary benchmarks. In conclusion, Danger encourages a reevaluation of hiring practices, advocating for recognition of the diverse paths engineers take. He reminds the audience that the engineering field thrives on unique contributions and that fostering a collaborative environment based on varying skills can lead to more effective teams. The key takeaway is that the notion of a 'real engineer' is a myth; real success lies in appreciating each engineer's unique skills and experiences.
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