How to work with Panji

A while ago, I wrote this https://github.com/rhapsodixx/manager-readme, inspired by the other manager readme. Though it’s debatable whether the doc is useful, to me, writing this kind of doc is intended for ourselves – as managers – to force us to think about what kind of managers we want to be and what is our expectation to work with our directs, explicitly.

3 years afterward, I’m rethinking and came up with this…

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Defect/Bug Management

who doesn’t love bugs? they are small yet beautiful…ly ruining our life 🙂. Bug is inevitable, choosing 0 Bug as your OKR/KPI is an insane choice, it’s not impossible but it will astronomically hit your productivity & cost, your best bet is to manage it properly. So how are you organizing and managing these bugs? Assigning the right priority(by assessing its severity) is the key, inspired by a couple of references, here is how I typically categorize them.

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Software Fragmentation – The Golden Path

There is a direct correlation between teams that give their engineers autonomy to own their technical decisions and the team’s ability to hire and retain A-class or Senior talent. There is a tradeoff, but an acceptable level of chaos in exchange for a stronger sense of individual/team ownership is usually the right one and leads to higher performing teams in the long run – at least this is what I’ve been seeing if a couple of companies in Indonesia.

So, how to make sure these “chaotic” things are manageable and actually give the benefit to the team?

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Engineering Growth Framework

Growth Framework, Career Guideline, Career Ladder, whatever you call it, is essentially general expectations of each of the grade, sometimes people call it as career ladder, but we at Mekari wanted to take it further down into its philosophy: Framework. In general, a framework is a real or conceptual structure intended to serve as a support or guide for the building of something that expands the structure into something useful.

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Manager Manifesto

Manifesto

  • Giving critical feedback or having difficult conversations
  • Assessing whether a product is ready for launch
  • Designing and executing a realistic roadmap
  • Setting good goals with accountability
  • Building viable new products
  • Managing a team during “war time” versus “peace time”
  • Defining quality
  • Determining who to hire
  • Understanding people’s skills, strengths, and growth trajectories
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Engineering Initiative, where to start?

Performance improvement we must do, but where to identify it? Sometimes this kind of things might not obvious as they are, as experience and frame of reference from each of the individual engineer within your team might vary.

This post intended to share questions and framework that I’ve been using (and pushing) to my team to give cue and where to start on finding room for engineering improvements.

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Excerpt on Regulated Data : Amount, Duration Data Holding, and Archiving

Data subjects are entitled to request the ESO delete their PII, and the ESO must do so accordingly. If the data subject does not request such deletion, under MoCI Regulation 20, an ESO shall comply with a five-year minimum statutory retention period or as otherwise required by the relevant supervisory authority. This retention period is calculated from the moment the data subject terminates the use of services of the ESO. 

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