If developers in your team have to repeat their asks or even worse beg 🙏
for reviewing their PRs (or any other help they need), your problem is not people not prioritizing other people’s work and lack of “team player spirit”.
»If an organization compensates for ineffectiveness
by hiring more people, don’t be surprised to see the culture of ineffective parts of the organization eat away the culture of effective parts of the org, which doesn’t have a need to scale at such a rate.
»The expectation that senior developers should be able to work independently is killing the team's ability to collaborate
The more they ask for help the less they feel they are meeting that expectation.
»Measuring Accelerate metrics in XP teams is as redundant
as measuring code coverage for a team doing TDD.
»Reducing transaction cost is necessary, but not a sufficient condition for reducing the batch size
Very often, for a mindset that emerged inside environments with big batches, it takes increasing the holding cost of inventory to start changing the belief system that was created as a workaround for the limitations of the system and served as its governing constraint.
»You might think that small PRs are good
because you see more feedback and quality being built in than on big PRs (‘LGTM + Approve syndrome’).
»Assume you're the one being wrong
»Bosses say “Does that make sense” … to get compliance.
Leaders ask “What didn’t make sense?” to invite discussion.
Planning too soon?
The higher the utilization in the system, the lower the availability and responsiveness, and the earlier you feel an urge to start with work in order to plan and coordinate it.
»Because there is no wait time
the cost of code review while co-creating (pairing/mobbing) is zero.
»When evaluating the slowness of the review process
you have to take into account how long did it take you to make a change (processing time) not just how long it took to get a review (wait time).
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