Aleix Morgadas Profile picture
Apr 12 β€’ 6 tweets β€’ 3 min read
1/ Side Project C started πŸš€

It came after understanding the paradigm shift from Organizing teams, where we see a tendency toward @TeamTopologies, #DDD, and #DynamicReteaming as new emerging practices vs the old paradigm. Wardley Map about the Manager's needs towards Organizing Tea
2/ With a higher #TeamTopologies adoption, it creates new sorts of needs for managers.

Needs that I'm currently facing and I'm currently solving with Excel files to gather team's feedback and improve my organization sensing
3/ I will make the side project publicly as soon as I feel confident about it. Yet, I do a Tweet about it because it boosts my commitment to the side project πŸ˜„βœŒοΈ
4/ The project addresses the pain of the engineering managers, CTOs, engineering leaders, ... those who manage teams and need to organize teams for a fast flow of change

It addresses the feedback cycle on understanding the team's impact on splitting, merging, and creating a team
5/ It's not about 4Key Metrics from Accelerate (DAMN! I forgot this one in the Wardlay Map!)

It's not about understanding the bounded contexts

It's not about an org view using the 4 TeamTopologies and their collaboration

Can you guess what's it about? πŸ€”πŸ§‘
6/ Stack for the MVP:

- @nextjs
- @tailwindui
- @Netlify
- AWS DynamoDB
- @SendGrid

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More from @aleixmorgadas

Apr 4
1/ Thread with the material I'm using to learn about #WardleyMapping πŸ—ΊπŸ§­

I discovered about Warley Mapping when I went to @ddd_eu in 2018 and Simon was presenting the next talk πŸ‘‡

@ddd_eu 2/ During the same conference, I attended the open discussion with Dave Snowden, Andra Sonea, and Simon Wardley.

I was amazed at how they were able to communicate complexity. Yet, I was so far into understanding the concepts!

@ddd_eu 3/ The concepts described during the talks, remained back in my mind and I rewatched the videos several times during the past years.

I went into reading the Creative Common Book by @swardley

medium.com/wardleymaps
Read 15 tweets
Mar 2
1/ I cannot stress enough the importance of junior people in the organization

I'm amazed by how much you learn when working with them. They really show where the organization/team can do better. It can be uncomfortable because they are sharing your weaknesses
2/ Don't think that they should know better to do the job, but why do we create a place where juniors cannot contribute or they have a hard time providing value? What can we do better to help them perform and learn faster?
3/ Juniors help Seniors find their weaknesses, more than seniors helping seniors. Since they show the areas to improve so easily!

- Why take that long to understand this code?
- Why is so hard to do a unit test?
- Why do they get lost in the code structure?
Read 5 tweets
Mar 1
1/ I'm doing some reflection on how #DDD can help you spot a Platform as a Product Team from @TeamTopologies wrongly applied Image
2/ Indeed, I think we created a Platform Team because the intention was to reduce cognitive load on teams on a specific part.

BUT, on the recent learnings, we think it might be a Bounded Context by itself, a Supporting Subdomain at least.
3/ This is one of the cases in which using different perspectives to the same problem space helps you find the best team composition.
Read 11 tweets
Mar 1
1/ "We expect that anything can happen and we are never prepared for anything"

This sentence resonated a lot with me

Regardless of the risk management, regardless of being adaptative, regardless of how prepared do you think you're, World keeps surprising you
2/ As a manager, your job is to make the teams, product, and business more resilient and adaptative to survive in several situations.

Yet, I never felt that we reached a level where we can say

"We're safe!"

It's not viable.
3/ You manage the areas that are more probable to happen and the impact is higher. Then, you just accept those situations that are outside that scope, to be handled as you can.
Read 9 tweets
Feb 18
1/ We have been debating with some colleagues about the importance of learning about our decisions within the organization, and how the fast rotation of talent that's happening lately is affecting the decision-making outcomes quality.
2/ Here we had the supposition that the feedback cycle between a decision is made and understanding the consequences are long enough. We always thrive for fast feedback loops, yet we acknowledge that that's not always possible.
3/ It's not the same doing TDD within a unit test - feedback cycle of seconds-minutes vs a business decision and go-to-market strategy that can take months.

We are talking about the latter. Where those business learnings are most valuable for the organization
Read 21 tweets
Feb 17
1/ When you start doing project development, you find yourself with tight deadlines, a lot of tradeoffs in quality, and money spend.

You start feeling that you might be doing something wrongly. You feel that you're not delivering business value

Thread 🧡
2/ You learn about Agile, and why deliver working software as soon as possible. You adopt Scrum, but with a project mindset. So, it's a fake Scrum. It's more like a 2 weeks waterfall.

Yet you adopt a very important ceremony important, the Retrospective.
3/ Based on Retrospectives, you start questioning yourself how are you working. Why can we deliver value to the customer? Why aren't we customer-focused?

You start looking for alternatives.

PRODUCT! PRODUCT-MINDSET!

Just burn the Project Management! πŸ”₯
Read 9 tweets

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