Your challenge is to show what value your position adds to the company. That argument is almost always going to be best framed within how that company operates -- not something anyone in this thread but you understands even on a basic level.
Just my opinion: Escaping the Build Trap provides a good foundation on which to build your arguments. UX sits very thoroughly under the topics discussed within -- and you can probably find this particular book on the high seas for free.
But if this is true:
> the design team does not want me
I don't see what convincing the CEO changes. Unless you're actually some sort of product management wizard, you're going to have an awfully hard time working with that team effectively.
This book is based on studies/evidence:
There is some sad truth behind your question: Our industry is based on gut feeling. We do tons of things, even after the evidence tells us that it does not work. Software estimation comes to mind.
why is it either/or? Why not And?
The average time for a new business to reach sustainable profitability is three years (varies by industry and application, but average is 3).
Figure out what "profitable" means for your coaching business in hard dollars. Work your way backwards from there to where you are now, that's your roadmap.
Take a "sabbatical" from police work. If your coaching business doesn't give you what you want, you go back to police work. No way you won't get a job in the field simply because you've been out of it for 3 years - it may take a little compromise on your part and some refresher training on the part of the department that hires you, but if you have a good record, police everywhere are in need of personnel.
Here's, in my opinion, THE best book for entrepreneurial success: "Traction" by Gino Wickman. My partner and I started our business two, count 'em two weeks after the covid lockdown. By using the EOS framework, we've smashed every profitability goal we've set, and here we are, nearly three years later, with full sustained profitability, happy employees and zero debt.
You can do this.
Here's the book: amazon.com/Traction-Get-Grip-Your-Business-ebook/dp/B007QWLLV2/
With regards to bugs, there are 3 types.
I recommend against story pointing anything except user stories. Ultimately what you want to forecast for planning is "amount of user value" (velocity). Teams naturally start estimating bugs or tasks, but all that overhead is actually already measured just by the user stories. If bugs and tasks take up more time, then the Velocity goes down. It is key here to measure output for the customer NOT amount of work done by the team.
This is something of an oversimplification; in <u>Accelerate</u>, which goes into the DORA metrics more in depth, they go more into their methodology and explain how the metrics correlate with better business outcomes and higher employee satisfaction. (In other words, like any metrics, these can be gamed or can fail to take important measures into account - but there's also solid evidence and reasoning behind them, and they're not just measuring how easy the changes are.)
Nope. The authors of the definitive study included that possibility in the study. https://www.amazon.com/Accelerate-Software-Performing-Technology-Organizations-ebook/dp/B07B9F83WM
Pre-existing teams which adopted a faster cadence of releases saw their number of features released go up and their number of defects (total and per release) go down.
Releasing faster means you release better software, on net.
My business group loves Traction and Rocket Fuel.
Traction, in particular has been a lot of help to several of my friends who own businesses. My company has adopted several of their processes as well.
Hope that helps.
Yes literally: this guy writes about his experiences in working with manufacturers in China.
The important step happens between 7pm and 8pm when they send the QC guy home and swap in the cheapest raw materials available.
>This is the typical internet bro escalation and it's boring.
Then why are you doing it? Accept that people use a concept in a way that doesn't seem entirely correct to you, and move on.
Or, I suppose, keep making the same point and assuming I don't understand what you're saying. That's a good use of time as well.
You're failure analysis model doesn't scale for complex systems.
Churning safety controls doesn't fix the underlying issue that there's no system for proactively ensuring safety, it's purely reactionary.
Since you seem interested in this topic, you might enjoy this book, which is highly informative.
I recommend to you The Phoenix Project, a book that's written about IT but as a "thriller" novel if you can believe that lol. It's an informative read (or listen if you do the audio book) about that aspect of a business. Many older ones don't think they are a tech company when they in fact are one and are losing ground as a consequence of not seeing it from that perspective (i.e., seeing IT as a "cost center" when your business can't survive without it and you can't ship new ideas and products without developing code is an old school mentality holding many back).
Tbh Fiverr wouldn't be where I start looking for tech talent. Try Indeed, pony up the registration fees and use Indeed Prime. Don't get overly fixated on "tech interviews" of candidates especially if your business has nothing to do with inverting a binary tree type of nonsense.
There are A developers - you won't get those, they go to FAANG+M. B developers go to top start-ups and other big notable but non-FAANG+M companies. C developers work for huge corporates that think they are non tech but are really tech (think Home Depot, Walmart, etc).
You are looking for a B developer to drive this full time and maybe a C developer to grind out some work to free up the other guy to innovate and lead.
Agree, I think 'DevOps' is less about 'Dev' and 'Ops' the 'teams' and it's actually more about the full lifecycle of a product / service and how you take advantage of all the stages. The natural conclusion of that view, quite rightly, is 'Build and Run' teams, where the team that built the service / product also run and support it in production. I think that has probably lead to the misguided idea that the Sysadmin is dead, far front it - 'changed', yes, 'dead', no. Instead the SysAdmin has a 'service' to build and run like any of the Dev teams do, it's just their 'customers' are internal. Whether this is network connectivity, common productivity services, or 'providing' the cloud PaaS services - perhaps in the form of consumable services with 'gaurd rails' as the OP puts it (I think the mounting stories of open AWS buckets and services prove that point).
I think IT will become less Dev and Ops and more a collection of teams providing services.
A really, really good book that talks to this is 'Team Topologies' - worth a read.
Escaping the Build Trap was one of my favorite books I've read this year.
https://www.amazon.com/dp/B07K3QBWG1/ref=dp-kindle-redirect?_encoding=UTF8&btkr=1
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If you're burnt out, i'd address that first.
While you work that plan (for the current or new company)... I'd set a meeting with your boss to discuss what is required to get to the next job level. This gives you clear goals and deliverables. Managers aren't mind readers (nor omnipotent) and the person willing (and vocal) will get advancement over someone who bunkers in a cube, all else veing equal.
I haven't gotten a financial promotion in the time i've been with my company, although i've changed to an entirely advanced title (which i never asked if co pensation would be adjusted for responsibilities). I recognize it also is my responsibility to communicate my wishes. I realize that having at least the plan, regardless of achieving the promotion, puts me at the negotiating table. Having the skills from that plan allow me to negotiate externally, if desired.
All it is, is a 15 minute meeting about requirements and communicating what you want. Don't say what you've done to deserve a promotion already, as some positions require items which you might not know. This is about your future, not your past. Networking can be easy, see someone with a SMALL problem you can help (consult or fix), they're grateful, and you've delivered value that is measureable.
'The Unicorn Project' has a lot of points where helping others helps your network.
All else fails, find a work project (during work hours) that can be your own. Mix it up, and it can be something to demonstrate for promotability or just learning & growth. IT is hard, many people fail daily, and it helps having someone that helps another to move the proverbial rock a few inches.
Can I strongly recommend this book, it includes exactly the pattern you're describing and the pro's and con's you'll face - https://www.amazon.co.uk/Team-Topologies-Organizing-Business-Technology-ebook/dp/B07NSF94PC/
> made in China
== Made in Guangdong Province.
"Guangdong Province: Where we put lead in everything except your pencil".
<em>Poorly Made in China: An Insider's Account of the China Production Game</em>
by Paul Midler
One of the most interesting books I have read in a long time.
When talking about Chinese manufactured products, I say "It looks like an X but it's not an X" It looks like a shoe, but it's not a shoe. It looks like a winter coat, but it's not a winter coat.
You need to read
Poorly Made in China
Aggressive cost reduction methods lead to "the dangerous practice of quality fade—the deliberate and secret habit of Chinese manufacturers to widen profit margins through the reduction of quality inputs."
On top of the relentless pressure to reduce prices year over year, each time Walmart adds a smiley face Public Relations program, Walmart shifts the entire cost and burden onto the factories. The factories have to sharpen their pencils and find a way to extract that cost out of the products.