Engineering owns velocity
summary
Engineering claims ownership of velocity and offers concrete practices: sequence work to fit the jar (not just prioritize by value), force shared goals across product and engineering, estimate boldly and enumerate the five risks that will delay delivery, and state business impact of tech work (rebuilding the Stripe integration to speed future payments projects, migrating before a revenue feature so both finish sooner). Examples include Etsy and deop and tradeoffs around co-pilot.
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chapters (10)
- 0:00Engineering owns velocity
- 1:28Engineering superpower
- 3:34Measuring productivity challenges
- 5:17Product and engineering collaboration
- 7:47Optimizing engineering velocity
- 9:10Building partner confidence
- 10:13Shared goals bridge teams
- 12:39Estimation and risk communication
- 15:06Business value language
- 16:33Why engineering owns velocity
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