It’s annual review time around my office. Looking back at my personal goals for the last year and trying to come up with some for next year is a good opportunity for reflection. First up are the ones from last year, summarized.
- Make creating a new microservice simpler
- Lead a major project with a company wide impact
- Get the team into a better place regarding technical debt
- Mentor some Junior Engineers on the team
- Improve on call documentation/processes
I didn’t succeed at the first one, largely because I never really got a chance to try. It’s unfortunate because it would be great for the company in the long term. However, it’s an engineering-centric efficiency improvement for which the benefits are difficult to quantify, so it was never urgent. Not getting this done was disappointing for me personally. I had identified a way to help lots of engineering teams through an idea that’s obvious in hindsight, but I wasn’t able to find the time to get it implemented.
The second one was a pretty big success. The design I had put together got built out and the resulting architecture worked out great. Despite running into some issues with some of the prerequisites to operationalizing it we were able to get the whole thing into production ahead of schedule. On top of that we beat our load, response time, and resource usage targets handily. Overall I’m amazingly pleased with how this one came out.
The third one is an odd one, since by the metrics I set out for myself we nailed it, but by other metrics you could use to measure it we failed. I led some process changes to help us stop accruing technical debt, and start making more time to deal with the debt. This resulted in us closing an amazing number of tickets, three times the target my boss said was ‘too ambitious’ when I set it. He had suggested tracking the number of open technical debt tickets, but I stuck to the number of tickets dealt with since I felt as people saw these tickets got resolved they would be more inclined to file more of them. I was right on that, so while our metrics got worse, our position really got better.
I spent significant time mentoring our two new grads and two other new hires to help them get up to speed, not just on Scala but also on our systems and software engineering in general. The plan was to set up pair programming time and do accomplish the mentoring during that time. Since I’m on the East coast and a morning person and the new grads are on the West coast and not morning people it made things a bit complex at first in terms of scheduling time. Eventually we found a rhythm of me pairing with each of them an hour a week. This ended up helping them out a bunch. They got solutions to their problems and I taught them a lot of little things like IDE shortcuts and how to use some problem solving resources like symbol hound (a search engine that will search for special characters).
The last goal was meant to resolve a problem that had existed from the time I joined the team. Then, the on call rotation was two people trading off with no backup. The reason was that there wasn’t any documentation for how to deal with some of the ‘done’ systems the team supported, i.e., the systems that are feature complete and don’t have any active development on them. Nobody learned anything about them since they never touched them, but it also meant that the new engineers, myself included, couldn’t really go on call since if the system broke they didn’t have any idea what to do. I ended up doing a deep dive into each of the systems and producing docs about how they worked/logged so that if you got an error you had somewhere to start and an idea of what to do next. We opened up the pager rotation and everyone on the team gets the opportunity to be primary. It’s unclear if the documentation is any good because the systems haven’t had any problems.
This all brings me to goals for next year. There is some reorganization going on so I may end up on a new team. With that unknown right now, I’m not sure how I’ll figure out my goals for the coming year. This complicates the issues I have with this topic every year. We do scrum, so the team is supposed to be working on tickets selected by the product owner, so while you can influence them, you don’t have a ton of control over what you build. You can pick goals around how you work, like the mentoring and technical debt goals I had last year, which you can apply to whatever you end up doing. The more project based goals were based on large work items I knew were coming down the pipeline and probably wouldn’t be moved.
If I stay on my current team I have a good idea of what sort of work I’ll be doing and some process items to try to get to. If I move to a new team I’m not sure what exactly I’ll be doing. I also don’t know if what team I end up on will be finalized before I need to submit my official goals. I could write some goals around community involvement, or doing internal training/presentations. Maybe finding a way to automate some new metrics would be worth doing. I’ve always had difficulty finding good individual goals, since I see what we do as a team effort.
Individual goals are difficult to align with the team-based metrics generally used when doing scrum. This creates a sort of tension between individual goals that the team isn’t aware of and the team metrics and goals which are secondary to everyone’s individual performance. I see the goals for Senior Engineers as needing to be more team focused than those of lower lever engineers since they are more big picture oriented. If you are a Senior Engineer, you’ve reached the point where you are trusted to tackle issues independently, which should creates space to focus not just on merely doing, but on doing better.