There are a handful of web pages that I use regularly throughout the day. Some are web apps that I keep pinned in Chrome while others come and go as I work.
I tend to close tabs when I’m done with them but I still end up with many open tabs. I’ve created an Alfred Workflow that opens a page I’m looking for so I don’t have to pick through my Chrome tabs by hand to find it.
The Find Page workflow takes a URL from a predefined list, runs an AppleScript that finds and activates the associated page if it’s already open in Chrome, otherwise it opens it in a new tab.
In my very first programming role my manager said to me “You can make any mistake you like once. You’ll have my full support the first time you screw anything up. If you’re not making mistakes, you’re not learning, and if you’re repeating mistakes you aren’t either”.
In order to succeed at production ownership, a team needs a roadmap for developing the necessary skills to run production systems. We don’t just need production ownership; we also need production excellence. Production excellence is a teachable set of skills that teams can use to adapt to changing circumstances with confidence. It requires changes to people, culture, and process rather than only tooling.
Even a perfect set of SLOs and instrumentation for observability do not necessarily result in a sustainable system. People are required to debug and run systems. Nobody is born knowing how to debug, so every engineer must learn that at some point. As systems and techniques evolve, everyone needs to continually update with new insights.
Standardizing technology is a powerful way to create leverage: improve tooling a bit and every engineer will get more productive. Adopting superior technology is, in the long run, an even more powerful force, with successes compounding over time. The tradeoffs and timing between standardizing on what works, exploring for superior technology, and supporting adoption of superior technology are at the core of engineering strategy.
An effective approach is to prioritize standardization, while explicitly pursuing a bounded number of explorations that are pre-validated to offer a minimum of an order of magnitude improvement over the current standard.
Ideas are funny things. It can take hours or days or months of noodling on a concept before you’re even able to start putting your thoughts into a shape that others will understand. And by then, you’ve explored the contours of the problem space enough that the end result of your noodling doesn’t seem interesting anymore: it seems obvious.
But as you get into more senior-type engineering roles, your most valuable contributions start to take the form not of concrete labor, but of conceptual labor. You’re able to draw on a rich mental library of abstractions, synthesizing and analyzing concepts in a way that only someone with your experience can do.
At The Economist, we take data visualisation seriously. Every week we publish around 40 charts across print, the website and our apps. With every single one, we try our best to visualise the numbers accurately and in a way that best supports the story. But sometimes we get it wrong. We can do better in future if we learn from our mistakes — and other people may be able to learn from them, too.
Once you’ve learned enough that there’s a certain distance between the current version of your product and the best version of that product you can imagine, then the right approach is not to replace your software with a new version, but to build something new next to it — without throwing away what you have.
This book surveys data storage and distributed systems and is a fantastic primer for all software developers.
It starts with naive approaches to storing data, quickly builds up to how transactions work, and works up to the complexities of building distributed systems.
I particularly enjoyed the chapter on stream processing and event sourcing. It contrasts stream processing to batch processing and highlights many of the challenges of these approaches and explores options for addressing them.