投稿時間:2022-02-22 02:25:12 RSSフィード2022-02-22 02:00 分まとめ(29件)

カテゴリー等	サイト名等	記事タイトル・トレンドワード等	リンクURL	頻出ワード・要約等/検索ボリューム	登録日
AWS	AWS Media Blog	Media movement for content production workloads	https://aws.amazon.com/blogs/media/media-movement-for-content-production-workloads/	Media movement for content production workloadsAuthored by Greg Holick Vice President of Product at Cloudsoda io The content and opinions in this post are those of the third party author and AWS is not responsible for the content or accuracy of this post The media and entertainment content production process is highly orchestrated It encompasses establishing the creative vision scouting shoot locations …	2022-02-21 16:44:41
python	Pythonタグが付けられた新着投稿 - Qiita	tetrisを題材にpythonを学べるツールを作成した話	https://qiita.com/seigot/items/0b42a807217dbe636226	tetrisを題材にpythonを学べるツールを作成した話取り組み背景・プログラミング学習で挫折する人を減らしたい・文法を学ぶだけでは使用イメージが湧かず挫折しがちである・いきなり競技プログラミング等を始めるのはハードルが高いと感じる・まずは遊び感覚で使えると良いはずtetrisを題材にpythonを学ぶ・リポジトリはこちら・tetrisは誰もがルールを知っているはず・pythonでtetrisを動かす経験をすることでpythonが楽しく自然に身につくはず技術要素・最適な一手の探索を実装する数手先読み、盤面評価ゲーム木、深さ優先探索・いくつかの難易度設定により、上記実装難易度の調節可能・tetris本体コードも公開して改造可能・etc環境構築・初学者にとって環境構築はハードルが高いただ、未経験者にとって環境構築はかなりハードルが高く、挫折の原因にもなりかねません。	2022-02-22 01:58:39
js	JavaScriptタグが付けられた新着投稿 - Qiita	塊を生成するVueコンポーネント	https://qiita.com/ttttpzm/items/c4951b3330a1f61b47da	塊を生成するVueコンポーネントBlobsアプリで生成される塊をVueコンポーネントとして使えるようにしました。	2022-02-22 01:20:16
AWS	AWSタグが付けられた新着投稿 - Qiita	AWS AppSyncでレスポンスヘッダーを追加したい！	https://qiita.com/ta__k0/items/186e5d7f350ca485da62	AWSAppSyncを探るまずは簡単にできないかAWSAppSyncの設定画面を眺めてみます。	2022-02-22 01:29:59
海外TECH	Ars Technica	Metaverse vs. employment law: The reality of the virtual workplace	https://arstechnica.com/?p=1835626	digital	2022-02-21 16:30:22
海外TECH	Ars Technica	Russia responds to European astronauts: We’ll give you independent spaceflight	https://arstechnica.com/?p=1835187	billions	2022-02-21 16:08:49
海外TECH	MakeUseOf	7 Signs a Game Will Probably Disappoint You	https://www.makeuseof.com/signs-a-game-will-disappoint-you/	telltale	2022-02-21 16:45:13
海外TECH	MakeUseOf	What Is Binance's BNB Chain?	https://www.makeuseof.com/binance-bnb-chain/	chain	2022-02-21 16:30:12
海外TECH	MakeUseOf	What Is the Windows 10 LTSC Version?	https://www.makeuseof.com/windows-10-ltsc-version-explanation/	windows	2022-02-21 16:16:13
海外TECH	DEV Community	Single-threaded Podcast: Rebecca Murphey on Developer Productivity	https://dev.to/gurlcode/single-threaded-podcast-rebecca-murphey-on-developer-productivity-2m43	Single threaded Podcast Rebecca Murphey on Developer Productivity INTRODUCTION JC This is Single threaded I m Jenn Creighton Today we re talking developer productivity And no I do not mean tips and tricks for VS Code and I certainly do not mean if we re using Vim or not What I m actually talking about is developer productivity as an entire organization within a company I myself I now work in the productivity engineering org at Netflix I wanted to talk to someone else who was well versed in this space I m being joined today by Rebecca Murphey She is an engineering manager in the developer productivity organization at Stripe She s here to tell us what does it mean what is developer productivity how does it differ from other types of engineering This is a very specialized subfield of engineering with its own challenges very different from what you would see in product engineering We re going to elaborate on that We re also going to talk about why companies invest in developer productivity what are they getting out of it INTERVIEW JC Hi Rebecca Thank you for joining me today RM Hey Thanks for having me JC I have to say that the first time I think I ever heard from you was via an email and I just never would have foreseen but at some point I would be having you on this podcast RM Here we are Here we are JC And yeah here we are RM Yeah I love doing these They re always much fun JC You re also so gracious to talk to me How we met is that I was interviewing at different companies I interviewed at Stripe where you work You reached out to me in the hiring process It was very nice Happy to see you in the hiring pipeline thing It didn t work out for me with Stripe But I reached out to you because anytime I see someone working in the space that I m interested in especially when they re a woman I want their insight I want to connect with them You were very gracious to answer some questions I had about developer productivity and then now come on this podcast and talk about developer productivity RM It is one of my favorite topics You re not twisting my arm here JC Good Good For people who don t know can we just get sort of a rundown of what developer productivity is RM Yeah I didn t know this was something I was always into but I didn t know it had a name until probably late in my career in some ways I ve always been really interested what the development what the experience is for engineers doing engineering What does it feel like Is it hard Is it easy Are there mysteries Is there a happy path that you can just walk down with your eyes closed That space has always really fascinated me I learned in my last job maybe I knew before but like my last job was my first job where I had a job actually working on improving the productivity of engineers at a company The company was big enough that it was worth investing more people and making the people that we had more productive so that they didn t have to solve problems locally that we could solve generally for example They don t have to individual teams shouldn t have to think about how they compile and deploy their code That should be a central function Developer productivity is in my mind just kind of this idea of at a certain size you have enough engineers where it s worth investing and making those engineers maximally productive That that is actually it s not just nice to have It s not just that it keeps them happy It s actually it s materially impactful on the business at a certain size Exactly what shape that takes there s some things that are really obvious There are some things that may be really unique to the company or the where the company is in its lifecycle or in growth or whatever The details of what developer productivity can certainly vary But often it involves deploys tests builds these sorts of things that we can standardize across projects It makes sense to have a single team or a single group of people who are working on those capabilities We use the word capabilities a lot Those capabilities for the whole business for all of engineering rather than individual teams trying to solve themselves JC And you mentioned at a certain size This is important because if you work at a very large company I feel like you already know about this space because there s already probably an org dedicated to this if you work in a large company But if you re like me and you also said in your previous experience you didn t know this was a thing You may not have encountered this So I worked mostly at small startups where this was not a thing I did not know this could be a thing I learned about this through working on essentially opensource which was also developer tooling and then decided that I wanted to do that but at a different scale which is not the whole wide world but at companies Right RM Right right JC That s when I sort of figured out that companies had this this org What was your own journey to discover that this was like a thing you could do RM Honestly when I joined Indeed which is where I was before Stripe Indeed was right at this moment of we need this I think what happens in a lot of companies is that there are pockets of people working on this Eventually there are enough pockets of people working on this start to talk to each other and they start to realize there s something here there s something We should bond this together and make builds faster I think that s not exactly what happened at Indeed so much as there were a number of teams working kind of on things in this space The person who hired me shortly after I started started to push an effort to coalesce those into a single organization There it was called engineering capabilities There s that capabilities word but it s called engineering capabilities It included the people who owned our development environment include the people who owned builds and deploys Also I think it included there was a QA component to it I can t remember all the groups but there were there are about a dozen groups in this organization called engineering capabilities It was cool to get to be there and see that kind of come to be When I joined I think there were a few hundred engineers less than When I left there they were probably in the ballpark of to I think there is a tipping point around a small hundreds of engineers where I think this becomes a valuable investment for a company JC Yeah I was going to ask what size does this start to take on a life form What size the company is this now Something that starts to become like a pain point between teams Because I ve also worked somewhere that had say engineers and we were still experiencing quite a lot of pain about different teams doing things different ways and having no centralization But we also struggled with startup mentality which was that we needed to keep building things We didn t really have the time to step back and look at the landscape and make those decisions on what should be centralized and who should work on it RM I think it s a hard it doesn t feel good to have your first engineer who it seems like they re not making money for the business right JC Like you re bad vibes for the company RM Yeah it doesn t feel good Like you re never going to produce a feature you re never going to increase conversion rates To hire a person who s going to do none of those things doesn t I haven t been in this position of having to go from zero to one but I can imagine that that is for people who have been really focused on growth and time to market and all these things That is a hard choice But eventually it s just math There is a day when this is just math That if you can spend one engineer salary on making engineers more productive You just by yourself engineers This is just math I think that a lot of places maybe like resist the math a little bit longer than they should and they re trying to solve these things through like tiger teams or through squads or whatever who are banding together to “We couldn t deploy anything last week I guess we better fix that kind of thing I think that at the end of the day though it s just math If you can use one engineer to make engineers more productive well that engineer paid for themselves but maybe you didn t need them If they mix at more productive Boom Done I think that that s a real realization for me too is that I think I was agitating sometimes for this sort of work to be happening but there wasn t a business case for it It would not have been a good decision to invest in a productivity team because the math wasn t there But somewhere around a Dunbar s number is like I think like somewhere where it starts to become inefficient for individuals to kind of self organize Dunbar s numbers is the number of people who you can kind of like keep in your head all at once and it s around or years something like that The number of people who you can retain kind of meaningful relationships with in a single moment that is the size kind of where it starts to be actually inefficient to solve these problems in an organic way And it becomes important to solve them in a more focused way JC Okay And then once you get to that number once you ve convinced the business that this is a thing that should be done you re dealing with I imagine the repercussions of the organic growth that was happening up until that point How do you even start to wrangle that in RM I want to answer that but there s something that you just said that s really interesting and I think I didn t understand for a long time was that You talked about when you make the business case That is not a skill that a lot of engineers have and they often think they don t need to have There s products job to make the business case That was a real realization for me on this journey too that like I need to learn how to make the business case just waving my arms around and like saying “There s lots of opportunity here That wasn t that compelling to the people I was trying to convince it turns out I think a big growth for me was learning how to advocate not agitate how to actually advocate with your reason about the need for investment like this I think I see a lot of early efforts fail because you have smart engineers who know that this is a thing that they need to do but they just don t have the language to talk to the business about it That was my experience I ve talked to so many other people who are like “How did you pull this off Two things size and being able to articulate that business case to the business that that what it takes You re waving your arms around and it turns out it doesn t work JC Yeah advocate not agitate In my mind when I think of agitate too I think of like a washing machine and like just shaking things about and yes I ve done that in my career where I just thought if I shake things enough we ll get somewhere As it turns out shaking doesn t move the needle I mean it shakes it back RM It does It shakes it back and forth yeah JC It just shakes it back and forth a bit but that it lands where it was originally It doesn t actually push it in one direction or the other And you re right engineers generally we are not taught how to do this We kind of think of our jobs as very removed from the business in some way Sometimes almost like an altruistic kind of fashion of like we re not wearing the business suit and then using words like synergy RM And leverage JC Yeah we re somehow better than that But I have found even just moving into the productivity org at Netflix that this is going to be a part of my job and I m going to have to get better at this somehow RM Yeah And this is part of what I ve loved about this is it has pushed me to grow so much that so many of these problems that we re talking about aren t engineering problems There are people in process problems which are engineering problems It s really pushed me to grow a lot in how to kind of own the entirety of the value that I m trying to deliver not just the code and that s been really exciting I want to come back to like you had well this is your podcast You should tell me where you want to go I don t know I can go back to the question you originally asked JC I ve forgotten that question I m actually now I let my guests really dictate where we re going You were the one who are like no let s talk about the business case The engineers don t know how to do this Yes you re right let s talk about that Let s talk about a little bit how you develop any of those skills because it s easy to develop technical skills because there s resources for you What about resources for this Understanding how to talk business how to get people to understand your use cases get them on board things like that RM Yeah It starts with understanding like the business no matter what the business is telling you about being a family or whatever The business exists to make money That is all the business wants to do is make money Preferably they would like to make money in a way that is aligned with their mission But let s be honest we can change the mission if we can make more money I think that s first thing and it s super cynical Yes there are good businesses in the world who have additional aspirations besides just making money But at the end of the day we live in capitalism like money is what this is about I think first recognizing that we don t exist to engineers don t exist to write code Engineers exist to make money If you can make money with writing no code you should do that And if there are things that how you re writing code or things that you experience writing code that make it harder for you to make money you should fix that This is gross and I can t wait until I can just retire and not have to do any of this to be very clear It s all quite gross when we boil it down to businesses want to make money But like first just recognizing that that there is no value in well architected code There is no value in like really handcrafted CSS There s no value making JC You know you re breaking so many hearts right now RM I know But this is the thing is you have like there is no value in those things in isolation most gorgeous well commented we tested None of it matters if that code doesn t make money for the business For me it was just boiling it down to like “How can I connect this to what the business cares about What does the business care about How can I connect this to what the business cares about At Indeed we did a ton of experimentation an AB test We AB tested everything we did Not literally but close That was really central to how the business believed that it could create success was try a lot of things see what works and iterate iterate iterate from there Try a lot of things see what works find that we ran this experiment and people click on more jobs or get more jobs or apply to more jobs or whatever I knew that the company really valued experimentation Sort of by definition we value rapid experimentation because the more experiments we can do this is kind of baked into the culture that more experiments are better We can debate whether that s true or not but it s really baked into the culture that more experiments are better So then it became a matter how can I draw a straight line between difficulties the front end engineers are facing indeed and how that is impacting their ability to ship lots of experiments and how to develop a hypothesis that if we do this people can ship more experiments faster Everything I just said this is a product manager s job That s kind of the punchline here is that these are product skills Product I was really lucky at Indeed that we did have product partners even in this productivity space But that s not necessarily true everywhere When you re starting and you don t have a product partner or maybe you re a developer productivity grows out of your infra arm and your infra arm can t even like conceive what a product person can do But a lot of this it s like identify a business problem develop a hypothesis about how you can improve that business problem and convince somebody that the work to prove or disprove that hypothesis is worthwhile Rinse and repeat over and over and over again But these are product manager skills I took a little brief detour into product management and then really realizing even at Stripe like I never actually left product management because it s very much I m an engineering manager at Stripe technically speaking and I am technical and I have engineers who report to me But so much of my job is identify a business problem hypothesize a solution and what the impact would be and get buy in for it Rinse and repeat rinse and repeat And ignore the things that aren t connected to a business problem For example we ve been in the midst of a project to improve build speeds start JavaScript bundling speed at Stripe We made some big changes first in the development builds Now we re going to make similar changes in production builds that we re right now we re living in a world where they re kind of two build systems and it s not cool But we knew that like that was part of plan It s fine We knew we were going to improve development first because that s where the business value was was in making builds faster for engineers But we also knew that we couldn t have two build system there s risk inherent in having two build systems One in development one in production One for development code one for production code So we re working on a project right now to make the changes in production But one of the things we really had to hone in on in planning that work was what are we not doing What are the reasons we re not doing this We are not doing this to make production builds faster They might get a little bit slower I m cool with that We ll fix it later The goal here is to have parity in these two systems because having parity reduces risk That is the reason we re doing this project is not to make production builds faster not to make we are not trying to actually improve anything Our sole goal here we did all the improvements last year Like now our goal is just parity to reduce risk Having that clarity of purpose it really helps you choose the right and most impactful work We re in business like we can do a six month project to have parity in faster builds Or maybe we can do a one month project to just have parity and then prioritize the faster builds separately some other time Because we also like not saying we don t want fast builds in production we do But just that having real clarity of what is the business problem that I m solving and what is the shortest path to solving that specific business problem Don t trying to avoid decorating the Christmas tree with like all the things that you might get to do along the way That was really rumbly My point is that these are like this style of thinking is very product like and is not necessarily something that engineers have acquired over their career JC I do see though some similarities with what you just said about what we re not going to do helps us clarify what we are going to do That was actually an important skill when we are working on new projects that we had a design for and we had to winnow it down to what the deliverable was actually going to be because you would get the idealized like we would like all these things right And you re like “Oh Right I guess well we could but what s like RM What is the opportunity cost of doing that instead of the other thing Because we are going back to our conversation a minute ago we re talking about matters like you ve entered a scale where matters and you ve got to be really intentional about not doing when that takes more time than doing things But we re dealing with like ultimately very small margins in this business of developer productivity And yeah we re dealing with this isn t a place Sometimes it is but often it s not a place where one engineer can save engineers worth of time It s a case where engineers can save engineers with the time but only if they re working on the right thing most of the time Yeah development productivity I think of as a low margin business where we have to be pretty ruthless in how we choose what we are and aren t doing And that yeah that is a product skill JC I remember what my original question was which was about like wrangling the different decisions got made Part of that question because we just talked about convincing the business But when you re starting up the org I also assume that there s the flip side of that which is convincing the engineers to all get on board with what you re offering RM Yeah I think you and I have talked about this before I think JC We did RM Yeah This is more product thinking right So much of this is product thinking I think Convincing I think if you re starting out with we have to figure out how to make people do the things we want That s like the extreme of convincing We have to figure out how to make people do the things we want You ve probably already lost like this is not every now and then you can sneak in a mandate That s usually going to be around security or reliability or something that s hard I have found it s really hard to push mandates around productivity Because it does it is disempowering to say “I in my ivory tower know better than you about how your team should be running Therefore I m going to make use this JIRA process or I m going to make you adhere to these code review roles It s a really fine balance and I think a really important thing is to think of these users as customers and think of these users as customers who have a choice Now they may not have a choice like “Well your company uses AWS and they want to use Azure Oh yeah they probably don t have that choice But they do have that choice because they can t just quit They can just leave if using Azure or using Google what s Google Cloud Platform What it s called If that is important to them they do have a choice they can just leave That s another kind of formative concept here is that you do not have a captive audience You have customers and those customers have a choice to use your stuff or not use your stuff It s imperative that you re solving real problems that they really have and that you can connect any friction that you re introducing with a value to the business that they care about It s not enough that it s value to the business Because they can always say “We ll find another way to get that value to the business I m not going to use JIRA It can t just be there s value to the business and therefore you will do this It has to be there s value to the business and value to your team and value to you engineering manager and valuable to you product manager who is that you are going to get faster experimentation faster delivery higher quality if you embrace these tools that we re creating for you So yeah it really has to be kind of a customer relationship The great thing is there are customers who you can talk to in Slack They work with you and they share probably a lot of the same kind of company values and principles Like we all work at the same company we all claim to share these same values and principles and ways of working You have an advantage versus trying to sell to like a random enterprise in the world But you do still have to really connect the work you re doing with problems that they feel they have in order to get them to want to buy into this whatever the changes that you re trying to drive At Stripe that s been it s been due to I think that at Stripe especially I ve been really surprised how little pushback there has been about this actually We re showing up and saying “We d like to take over your JavaScript builds and you re like “Cool That sounds great Because I think at Stripe we have had a really strong culture of developer productivity outside the front end space for quite a while I think Stripe invested in this space organically early and was able to kind of turn those organic efforts into organized efforts on a reasonably fast timescale But front end for reasons wasn t really wasn t part of that original developer productivity space So me and my team is in this really unique position of kind of we have this strong developer productivity culture that we can just lean into and we don t have to have some of the arguments that we might be having if we were doing this truly from scratch We understand that there is value in standardization There s value in shared tools There s value in common development environments We ve kind of fought those fights in the past and so my team is in a really fortunate position of being able to kind of latch on to a lot of that preexisting culture and that preexisting system those preexisting systems and just reimagine them for front end use cases But we re not having to invent the principles of developer productivity because those were already pretty well ingrained JC Oh there s so much here Because I feel like RM There is so much here I was like where is she going to go for me JC Well when we re talking about standardization and aligning on things engineers I mean the ones that I know very picky about things I ve worked with a lot of engineers that wanted the freedom to choose whatever tools they wanted That s not always a good thing but I think sometimes it s like you will rip these tools from my cold dead hand RM You re right Yeah That s a real thing and this I m going to do some more product shock here because this is really just all product One of the first things that I did when I got to Stripe because I was new there I had been working at another company for five years I didn t know a lot about how Stripe worked or who my customers even were What did they do for a living and what problems what business problems were they trying to solve But I pretty rapidly was able to identify that there were a few personas that I could kind of organize problems into There were the diehard like super skilled industry thought leader front end engineers That was one persona We got those people at Stripe and they re awesome But they re like they re also incredibly opinionated incredibly interested in the latest tools That was one kind of persona that we had to think about There is also the full stack developer the person who they re just trying to build features they re working on the back they re working on the front and they re trying to add a button or add a form or like add a payment method whatever They re trying to just make very predictable change to the user interface of the product in pursuit of delivering some new business feature That s the second persona and it s like “I m just trying to do my job here I m comfortable with the front end but I m not a master or anything and I just want this to be easy and I just want it to work Then the third persona is the drive by developer the person who s like almost never doing front end but every now and then they have to for maybe they need to build some sort of admin tool pr who knows There are definitely engineers at Stripe who find themselves in this “I don t ever do front end but now I ve got to They re potentially kind of disoriented and don t aren t familiar with error messages or the tools in this space and everything feels like it s kind of a guessing game to try to get to where you re trying to get to Coming back to these people who are very opinionated and my cold dead hands we really focus a lot on making them our partners We want them on our side We want them to feel like they are part of solving the problems that we are solving We are not going to optimize for infinite choice and infinite flexibility Tomorrow we re going to write everything in Vue Nope we re not going to optimize for that But we re also not going to make it impossible for them to experiment in that world because they re smarter than we are at thinking about where we need to go front end wise Like we want to empower them to explore but we re not going to assume we re going actively assume that most people aren t like them There s actually only maybe a handful of these people in the company So really focusing on instead of meeting their needs getting them to help us think about how to meet other people s needs Getting them on the team whether that s literally on the team or just getting them to be kind of philosophically aligned with the team That was a lot of where I put my efforts in my first few months at Stripe was just building relationships with those folks and making clear I m here to help I m here to help I m not here to blow up the world Again because Stripe has had a pretty strong developer productivity culture going back several years they have seen the benefits like they ve seen their friends benefit from that culture and benefit from that investment If anything they re just like “I want that why aren t you doing that for front end In this particular case because of culture because of history because of individual humans and relationships some of which I have had Like these are people who I ve met like in or something I m leaning on relationships from a decade ago to convince them we re on your side and we are going to make changes in there for the greater good At the same time we re not going to shut you down So far that has worked that I can t overemphasize how much that is such a cultural thing though because it s very easy to imagine the opposite where you go to show up at a company they have a desperate need for standardization because of the leverage it s going to give them But people are so are territorial and protective That s a culture problem and so that s a change management problem There I think that the strategy is just find somebody who thinks what you re doing is a good idea or thinks that the standardization is a good idea and make a case study out of them Somebody said to me at Indeed some of the best advice I ever got is go where you re wanted Go where you re wanted make an impression there Now we re going to talk about marketing too because I think that s a huge part of this developer productivity job Go where you re wanted make an impact and market the hell out of it so that other teams realize they re being silly by objecting Again develop relationships with the EMs or the directors or whoever it is that you need to figure out where your kind of pressure points are in the organization Maybe you ve got one really difficult engineer who wants to have infinite choice Maybe you re not the right person to talk to them you might have to figure out who the right person is to talk There s like a whole influence operation to think too So yeah anyway it is fascinating how like nothing that I ve just said is technical JC No and that s important to know about this particular like subfield of engineering I don t know what we want to call it but like we just talked about it right It s more product work more developing relationships and figuring out how to influence the correct people how to identify the correct people We even briefly talked about marketing Here s a question for you Why would any engineer want to go into this space I know my answer but like there are engineers listening just be like “Why would you want to do that RM Why would you have to talk to people It s awful Yeah I always like say the job that has prepared me best for this job was when I was a bartender in my early s Because I was profoundly uncomfortable with talking to strangers prior to that and being able to have pointless conversations with strangers where the point was the relationship the point wasn t what you were talking about Again bartending The point was the money to be like I had to learn to talk to people so I could make money It s okay to not just think the sound is not cool because it is a completely different kind of engineering from product engineering A lot of engineers are really rewarded by seeing their work in the world world not just in the business not just in their company s world but seeing their work in the world knowing that they solved a problem for a real person who is paying us money so that s fine When I m interviewing people for a role on our team it s one of the things I really want to suss out is does this light you up Do these problems that sit at the intersection of people in process and technology do you find that interesting Have you had experience with seeing the impact that you can have by working on these kinds of problems People are usually really honest like “No or “Yes Oh my God I live for this I don t know what s wrong with me I think it is important that you are excited especially when you re just getting started with something like this When we have a team of maybe all of them don t need to be deeply into this But when we have a team of five this is actually these are pretty important skills I think why do this I don t know I think it s fun But I also I did and at Stripe it s like such a target rich environment that you re tripping over impact everywhere you go This I think this is why these skills are important is because you have to be able to make choices about what to work on what s going to have the most impact or what is the most likely to have the most impact But yeah I think it is a target rich environment and you can have impact on people who you re going to see at lunch well we used to see at lunch I don t know We don t see them at lunch anymore JC Sometimes on the Zoom RM Sometimes on the Zoom I find it really rewarding because the people I have people send me emails that are just like thank you so much I am so glad you re here My first day at Stripe I had strangers writing me and saying “I am so glad you re here I m so glad that your team exists Because the impact opportunity like they knew it was so huge I find it rewarding just because I can show up to I can show up as a nobody to a company Like a year later a lot of people know my name because I ve been working on abundantly obvious stuff if you re in this mindset It wasn t like I d really searched my brain for what we should do I ve just been working on abundantly obvious stuff executing well and making meaningful impact on engineers experience That gets at least at the companies I ve been at that gets noticed and rewarded It doesn t take long to become a visible person who s making a meaningful difference at the company I find that rewarding and I ve never found that same sort of feeling working product teams JC No it took me a good while to realize that I did not feel that way about product work That yes like I knew I was building things for like real people It s not like I didn t work at companies where like people were using the product or something But if I did create one more button like it just wasn t it just oh It just felt meaningless when I was doing it even though I knew right Like I knew people are using it I am so thrilled about the high impact of this particular field because it is what drives me to want to be in it is knowing who I m solving the problems for actually solving problems for people that I can talk to and say “Yes It is high high high impact which is one of the reasons why you might get into this field We re going to start to like wind it down Some of my last questions are going to be about how do you get into this field Like you trip and fall RM Yeah My story is not instructive at all but my story is instructive Like you re born into this field That s kind of how I feel like When I went to college which didn t really work out But when I went I went for industrial engineering which is the optimization of process Like the people who like figure out how to get your packages to you faster the people who like do all of the logistics data that s industrial engineers I was always fascinated by this like how do you optimize stuff How do you take a repetitive task or how do you take a complicated task and make it simpler Maybe the task isn t maybe the actual process isn t simpler but it is perceived simple There is a version of this story where like this has always been what my brain is good at And eventually I found my way to my actual job But I think more practically speaking and especially especially for front end people and this is like I really want to talk to front end people Because number one it is often a neglected space in developer productivity because people s minds go to like CI and builds and tasks and all these things that are very applicable but they re applicable to both front end and back end But people are approaching with the back end mindset Because the people who tend to gravitate toward developer productivity tends to maybe be more of the DevOps maybe have more of a DevOps kind of background But I think there s a huge opportunity for people who have front end backgrounds to really there s low hanging fruit at your company in the front end developer productivity space I promise you I don t know what it is But there is lower hanging fruit than there is for the Java or Python or Ruby or Go or whatever language you re using I promise you there s almost certainly lower hanging fruit in front end space then in your company s standard back end language There s low hanging fruit there too but like front end is just it s just on the ground I think the challenge though for front end people to get into this space and I say this to candidates I probably said this to you I say this to candidates is I need you to deeply understand how front end development works and the challenges that people encounter That doesn t mean like you can take a mock up and make a web page I need you to understand like how we deploy how code gets into a user s browser how HTTP works and how it should be too I need you to deeply understand all of this stuff And then you re going to do none of that like you re not going to push a single pixel in this job But I need you to know how everything that goes into pushing a pixel I think like part of what I really like about this and part of what the opportunity here is is that you can take that deep knowledge that you have and have more impact with it in the productivity space than you can have in the product space Because eventually like a little better architecture and a little better performance It s just you re geeking out like marginal wins on the product side But if you re working at a company big enough you can start to with that same knowledge and some systems thinking and some productivity thinking and some product thinking You can start to improve everyone who s out there pushing those buttons making those buttons You can make it so that it s faster to make the button or maybe the button makes itself I don t know Like maybe the product maybe you re making something where the product manager can now make buttons or change We did that in Indeed We made it so that the product manager could change the text on a button in specific languages without ever asking an engineer That provided leverage for product managers to be able to experiment with things without even having with zero engineering time Again you have to understand all these things within the system that you make to change the text on the button maybe a Ruby cred app like I don t know You have to understand the challenges that people face and be willing to kind of work across the whole stack to solve those problems But with this deep understanding of the challenges that front end engineers in particular or people building user interfaces in particular are facing So yeah anyway I think that s a very generic like that s the opportunity for people I think how do you get into this is you start doing it You start on your team advocating for a not like I want to make the test better because better tests are good I want to make the tests better because they re going to improve our product reliability and decrease the amount that we re getting paged by Come up start practicing coming up with that business case for why you want to do the work that doesn t have a clear connection to the product Make friends with your product manager if you have one on your team and start to like build a relationship there build trust there They can become a great advocate for this kind of work if they understand the business case They may even help you make the business case but they probably aren t going to make it on their own because they re not engineers I think they re just starting to practice in your own team having these conversations about the opportunity like what is the business case for investing in these sorts of improvements Talk to people on other teams get like maybe you do form a squad to go make builds faster But I think if you re starting from nothing start within your team find your friends in the company which is harder in these times for sure Find your friends find your community of people who also care about this But just to say over and over and over again This has to come from a business There has to be a business justification You can t better engineering for the sake of it doesn t sell You have to sell something the business cares about And often you can do that on your own team That s is the place to start JC You don t have to do it at the inaudible trying to do it right at this broad organization level RM Exactly Exactly JC If you think this is something that you want to do That sounds like also a great proving ground for if this is really something that you want to work on Also yeah we re going to have to start using words like leverage and capabilities I like that we ve sort of inaudible this in throughout this conversation RM Yep I m still very self aware that I m using these words so there s always some air quotes going on But I think that the other thing is that this takes time You can t just one day like I m going to start a developer productivity org It takes time and it also this is a hard thing for me to learn Your company s culture might not be aligned with this way of thinking JC That is true for so many things RM Yeah That s not your failure That s not their failure It s just some companies may not like this math they like different math or they have other maths that they re using to figure out how to spend the resources I think it s important to recognize when you are laying out a business case and it s not getting anywhere like that s not necessarily you re failing That could just be that company takes very is in a very short term thinking mode right now And maybe they should be maybe they re about to run out of money I don t know Yeah I think this is size dictates when this makes sense but culture also plays a big part at the end of the day JC We re going to end on that note Thank you so so much for talking about this People are going to love this I m super excited RM I hope so I love love love talking about this stuff and I m really excited that you asked me to I could talk about this for two or three hours but we ve reached the end of our slot END OF INTERVIEW JC If you re curious to learn more about productivity engineering Rebecca has sent some links that I ll put in the show notes for you so definitely check those out If you enjoyed this episode why not share it on your favorite social media The podcast is still growing so getting the word out there is pretty important I d be really excited if you shared Next week we have a break because I m coming on a well deserved vacation and then we will be back the following week with a brand new guest See you then END	2022-02-21 16:31:57
海外TECH	DEV Community	Introduction to Data Structures and Algorithms With Python	https://dev.to/flaviankyande/introduction-to-data-structures-and-algorithms-with-python-347n	Introduction to Data Structures and Algorithms With PythonA data structure is a physical representation of how data is organized and manipulated Data Structures are defined by how they can store and organize single data elements and the algorithms available for accessing and manipulating the data This article will cover the data structure part of Data Structures and Algorithms also succeeding the previous Introduction to Python article Python Introduction to Modern PythonPython has two types of data structures namely Built In data structures that are already defined within the Python language Examples include lists tuples sets dictionaries andUser defined data structures give a user the power to define and control their functionality Examples include stack queues trees linked lists graphs and hash maps We will look at some data structures used in Python which are lists tuples sets dictionaries linked lists stack and queues ListsLists are built in mutable can be changed data structures used to store multiple items in a single variable Lists are created using the square brackets and each item in the list is enclosed in quotes and separated by a comma They can also be created using the list constructor declaring a list with different data typesour world earth True print our world declaring a list with the constructor method taking note of double parenthesisour world list earth True print our world Lists store multiple types of data and duplicates Lists are also ordered thus making it easy for each item to be accessed using indexes where the first item index is and the last item index is n where n is the number of items in the list TuplesTuples just like lists store multiple items in a variable The only difference is that tuples are immutable they can not be changed and they are created by enclosing the items using parenthesis Tuples can also be declared using the tuple constructor declaring a tuple with different data typesour world earth True print our world declaring a tuple with the constructor method taking note of double parenthesisour world tuple earth True print our world SetsSets can be differentiated from tuples in the way that they do not have indexes hence are unindexed and unordered They are also unchangeable once created but one can add or remove items from the set Sets do not allow duplicate items therefore duplicate items in a set are ignored Sets are declared by wrapping items in curly brackets or using the set constructor declaring a tuple with different data typesour world earth True print our world declaring a tuple with the constructor method taking note of double parenthesisour world set earth True print our world DictionariesA dictionary in Python stores data in key value pair format The keys are used as a reference to the value paired with Dictionaries are ordered mutable and do not allow duplicate items keys This is an example of a dictionary that stores each of the planet s radius sizes in kilometres planet dictionary Mercury Venus Earth Mars Jupiter Saturn Uranus Neptune Linked ListsImagine that you had a Python program containing a list of an unknown number of participants in a Kaggle competition that would update every time an entry would be received The ordinary Python list would push all the other participants below the rank of a new entry by allocating new memory space and copying the values on their required positions This would mean more delay in our program contrary to what we want Luckily linked lists solve that issue Linked lists contain several lists linked by nodes and pointers that have a reference value for each of the linked lists making it easy to introduce new data values This method saves the program the hustle of allocating and copying data into new memory spaces StackStack is a linear data structure that utilizes the Last In First Out LIFO sequence A perfect example is when you open your browser history the sites you visited are stacked in descending order such that the recently visited sites appear at the top of the history data In Python a stack is achieved through the “ append and “ pop methods creating an empty listplanets planets append Jupiter planets append Earth planets append Venus print the listprint planets remove the first item in the listplanets pop print the final listprint planets The final output will be Jupiter Earth Venus Jupiter Earth This signifies that Venus has been removed first which was the last item we entered in the list QueuesQueues work opposite to stacks in that they process data in the First In First Out Sequence FIFO All the requests are handled in the order in which they were received In Python queues are made by using the “ insert item method the code would be creating an empty listplanets adding member items to the listplanets insert Jupiter planets insert Earth planets insert Venus printing the listprint planets The output will be Venus Earth Jupiter When we want to remove the items using the “ pop method the first item which was entered Jupiter will be the first item out of the list	2022-02-21 16:09:44
海外TECH	DEV Community	How do you deal with remote work loneliness?	https://dev.to/wbepodcast/how-do-you-deal-with-remote-work-loneliness-4a2p	How do you deal with remote work loneliness Most remote developers are working from home alone struggling which is fine for a couple of days but in the long term can become really lonely Here are some of the tips that are working for me Go work in coffee placesIt helps me to leave my house and actually be surrounded by other people HobbiesCan be a sport or something you are passioned about like painting or playing the guitar but it really helps to have a routine something steady that occurs every week Join a virtual co working space A few months ago I started a virtual co working space and we are now more than people working together on our own projects and jobs We even have a virtual office where we work together Do you have any other tips Would love to hear from you	2022-02-21 16:02:28
Apple	AppleInsider - Frontpage News	How to transfer playlists from Spotify to Apple Music	https://appleinsider.com/articles/19/08/18/how-to-transfer-playlists-from-spotify-to-apple-music?utm_medium=rss	How to transfer playlists from Spotify to Apple MusicSo you ve decided to move from your paid Spotify subscription but you don t want to leave behind years of painstakingly curated playlists and collections of songs albums and artists Here s how to take all your playlists with you Turns out you can take it with you when you go Streaming services have become the norm for how many of us listen to music and watch TV While there s often a great amount of variation between a video service like Netflix and Hulu there s less variation between services like Spotify and Apple Music Read more	2022-02-21 16:19:28
Apple	AppleInsider - Frontpage News	Future MacBook Pro rumored to have a folding screen, 'iPhone Fold' coming in 2025	https://appleinsider.com/articles/22/02/21/future-macbook-pro-rumored-to-have-a-folding-screen-iphone-fold-coming-in-2025?utm_medium=rss	Future MacBook Pro rumored to have a folding screen x iPhone Fold x coming in Apple may not release a foldable iPhone until at the earliest but the company is rumored to be investigating foldable screens for a future MacBook Pro according to display analysts iPhone Fold renderIn a new report detailing foldable smartphones Display Supply Chain Consultants has pushed back its release expectations for an iPhone Fold device until Previously DSCC believed that an Apple handset with a folding display could arrive in Read more	2022-02-21 16:17:22
海外科学	NYT > Science	Got a Covid Booster? You Probably Won’t Need Another for a Long Time	https://www.nytimes.com/2022/02/21/health/covid-vaccine-antibodies-t-cells.html	Got a Covid Booster You Probably Won t Need Another for a Long TimeA flurry of new studies suggest that several parts of the immune system can mount a sustained potent response to any coronavirus variant	2022-02-21 16:53:21
金融	RSS FILE - 日本証券業協会	2月28日（月）サーバメンテナンスのお知らせ	https://www.jsda.or.jp/shinchaku/servermaintenance/20220221160658.html	日月	2022-02-21 16:09:00
金融	金融庁ホームページ	鈴木財務大臣兼内閣府特命担当大臣閣議後記者会見の概要（令和４年２月15日）を公表しました。	https://www.fsa.go.jp/common/conference/minister/2022a/20220215-1.html	内閣府特命担当大臣	2022-02-21 17:11:00
金融	金融庁ホームページ	鈴木財務大臣兼内閣府特命担当大臣繰上げ閣議後記者会見の概要（令和４年２月10日）を公表しました。	https://www.fsa.go.jp/common/conference/minister/2022a/20220210-1.html	内閣府特命担当大臣	2022-02-21 17:10:00
金融	金融庁ホームページ	株式会社武蔵野銀行の産業競争力強化法に基づく事業適応計画の認定について公表しました。	https://www.fsa.go.jp/news/r3/ginkou/20220221/20220221.html	株式会社武蔵野銀行	2022-02-21 17:00:00
金融	金融庁ホームページ	金融安定理事会によるG20財務大臣・中央銀行総裁会議へのレターについて掲載しました。	https://www.fsa.go.jp/inter/fsf/20220221/20220221.html	中央銀行総裁会議	2022-02-21 17:00:00
ニュース	ジェトロ ビジネスニュース（通商弘報）	米ニューヨーク市が2023年度予算案を発表、歳出は985億ドル、前年度比7.5％減	https://www.jetro.go.jp/biznews/2022/02/76b729154ee4fd23.html	発表	2022-02-21 16:40:00
ニュース	ジェトロ ビジネスニュース（通商弘報）	ポーランド鉱業大手KGHM、米ニュースケール・パワーと小型モジュール式原子炉を契約	https://www.jetro.go.jp/biznews/2022/02/c1aae81139e3cdb5.html	鉱業	2022-02-21 16:30:00
ニュース	ジェトロ ビジネスニュース（通商弘報）	米フロリダ州、2021年下半期の観光客数がコロナ以前を上回る	https://www.jetro.go.jp/biznews/2022/02/1d05ca416b1226d2.html	観光客	2022-02-21 16:20:00
ニュース	ジェトロ ビジネスニュース（通商弘報）	コメの輸入依存が高まる、自給達成に向け国家稲作開発戦略に着手	https://www.jetro.go.jp/biznews/2022/02/cbd3406e8bc7cfcc.html	開発	2022-02-21 16:10:00
ニュース	BBC News - Home	Covid: PM sets out end of legal restrictions in England	https://www.bbc.co.uk/news/uk-60467183?at_medium=RSS&at_campaign=KARANGA	incomes	2022-02-21 16:55:11
ニュース	BBC News - Home	Logan Mwangi trial: Five-year-old had 'significant injuries'	https://www.bbc.co.uk/news/uk-wales-60461851?at_medium=RSS&at_campaign=KARANGA	crash	2022-02-21 16:48:08
ニュース	BBC News - Home	'Not the time to laugh' - Tuchel backs Lukaku after fewest touches in Premier League history	https://www.bbc.co.uk/sport/football/60468407?at_medium=RSS&at_campaign=KARANGA	x Not the time to laugh x Tuchel backs Lukaku after fewest touches in Premier League historyChelsea manager Thomas Tuchel says it is not the time to laugh about Romelu Lukaku after the £m striker s recent struggles	2022-02-21 16:11:06
ニュース	BBC News - Home	Covid boosters: Who is being offered a fourth dose?	https://www.bbc.co.uk/news/health-55045639?at_medium=RSS&at_campaign=KARANGA	covid	2022-02-21 16:31:20
北海道	北海道新聞	笹生優花は７位、畑岡奈紗９位　女子ゴルフの世界ランキング	https://www.hokkaido-np.co.jp/article/648470/	世界ランキング	2022-02-22 01:11:00