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In the world of software engineering, seniority is often associated with years of experience, technical expertise, and a proven track record of success. While these factors undoubtedly play a role, many overlook a hidden truth: true seniority is not just about what you’ve accomplished, but also about the failures you’ve encountered and the lessons you’ve learned from them. The F-Word in Software Engineering Failure, a word often met with dread and disappointment, is an inevitable part of any creative endeavor, and software engineering is no exception....

As software engineers, there’s a common misconception that our value lies solely in our ability to code. We’re often portrayed as keyboard warriors, churning out lines of text that magically transform into working software. While coding is undoubtedly a valuable skill, it’s not the defining characteristic of a good engineer. At its core, engineering is about problem-solving. We’re paid to analyze complex situations, identify root causes, and devise effective solutions. Sometimes, those solutions involve writing code....

As someone who’s spent a fair bit of time in the platform engineering trenches, I’ve seen my share of successes and failures. But if there’s one lesson that stands out above the rest, it’s this: platform engineering is fundamentally about building a product for your fellow engineers. Fail to recognize that, and you’re setting yourself up for a world of pain. The Platform as a Product It’s easy to get caught up in the technical details of building and maintaining a platform....

Engineering teams are the backbone of innovation and product development in the intricate world of technology. At the helm stands the engineering manager, a role with the power to propel a team to greatness or lead it into utter dysfunction. Sadly, the engineering world is rife with tales of both stellar and disastrous engineering managers – and for good reason. Common Traits of Ineffective Engineering Managers Let’s explore two of the most destructive traits found in poor engineering leaders....

Recently, I made a seemingly simple statement about a not-so-simple concept: “The whole point of agile is to (you guessed it) be agile. If you work in sprints but have to follow a rigid plan and don’t have the ability to adapt quickly, you’re doing it wrong.” This idea struck a nerve, prompting a few discussions and raising questions about the true nature of Agile methodology. It seems many organizations and teams struggle with the very thing that gives this framework its name: agility....