Timlids and how they appear in the company

In Tinkoff, the role of the team leader has become a formalized profession, where the team leader is the head of a small cross-functional team that can independently deliver a certain business value to the client. Timlid is responsible for everything that happens to the team: for its delivery, for the development processes within the team, for the engineering practices used, for people management and so on. We have learned to recruit such market leaders. (I was talking about it in stand-alone)We also know how to grow them inside. And there is a slight difference in these approaches: We hire from the market only people with engineering background who know how to develop. We test this with three interviews: language interview, system design interview, and it team management interview. At the exit, we understand that a person can write code, can design and can manage. But the growth inside is not yet fully standardized and sometimes teams become not only developers in the past, but also system analysts or qa engineers. In such cases, often the product manager is happy with the level of interaction with the team, but this often has a reverse side - in such teams, engineering practices and / or architectural processes often fall short. The problem is that it is difficult to maintain a balance between business and technical tasks if the team understands business tasks well, but in technology it swims. As a result, implicitly, technical tasks recede into the background and are done on a residual principle. And this leads to the accumulation of tech debt and the slowdown of the team. However, sometimes this increase in entropy can be stopped, if in such a team, the team has a partner in the form of a telid, about which I wrote in the article. past post. But even in this case, the team leader remains responsible for the engineer:)

#Management #Leadership #SoftwareDevelopment #Software #Engineering