🇧🇷🇮🇪 software engineer / maintains @corcelphp @elephpantme @phpmg / senior engineer @lendableuk
Galway, Ireland
Joined July 2009
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Custou mas saiu! 😅 Sem muita edição, mas "sendo eu mesmo" 😜 gaguejando como sempre 🤷🏻♂️
Segue o primeiro vídeo do canal "Como DEV ser!", sobre CLEAN ARCHITECTURE. É um estilo diferente, papo reto mesmo 🎙️
Espero que gostem 🙏 Feedbacks são bem vindos!
youtu.be/HynTfTli4mw
junior, the senior retweeted
I wondered how camelCase became more popular given snake_case is both way easier to read and more straightforward to apply (whereas camelCase gets weird with initialisms etc).
Turns out it’s a triumph of typing efficiency over readability. Snake_case is longer. That’s literally it.
When will people realize that code is written once but read many times and stop optimizing for the wrong things??
junior, the senior retweeted
Why PHP is the Best for Business 🎉💰
tomasvotruba.com/blog/php-is…
junior, the senior retweeted
hey all! if you didn't support yet please consider supporting the Sylius elephpant. let's make it a reality!
it's a campaign on Kickstarter and it's only a bit more than 3 days to end. you can get more than one!
kickstarter.com/projects/734…
let's make that happen!
#elephpant #php
junior, the senior retweeted
We found a public AI repo on GitHub, exposing over 38TB of private files – including personal computer backups of @Microsoft employees 👨💻
How did it happen? 👀
A single misconfigured token in @Azure Storage is all it takes 🧵⬇️
junior, the senior retweeted
The JS ecosystem:
There's an npm package named is-even that gets a million downloads per month. It exports a single-line function, isEven, and depends on yet another package, is-odd, which depends on is-number.
Since they don't provide types, there's a @types package for each.
junior, the senior retweeted
Though there will never be a foolproof formula for finding product-market fit, here’s my best attempt at creating a guide for B2B startups that'll save you much time and pain.
It's based on interviews and research into the PMF journeys of 25 top B2B startups.
Here's a peek:
junior, the senior retweeted
Open source library authors should be able to optimize for their own happiness. Everyone else is welcome to fork. That is open source. The code is available for you to review or fork for your own modifications. Total freedom.
Doesn't mean the maintainer owes anyone *anything*.
junior, the senior retweeted
Scrum is a cancer.
I've been writing software for 25 years, and nothing renders a software team useless like Scrum does.
Some anecdotes:
1. They tried to convince me that Poker is a planning tool, not a game.
2. If you want to be more efficient, you must add process, not remove it. They had us attending the "ceremonies," a fancy name for a buttload of meetings: stand-ups, groomings, planning, retrospectives, and Scrum of Scrums. We spent more time talking than doing.
3. We prohibited laptops in meetings. We had to stand. We passed a ball around to keep everyone paying attention.
4. We spent more time estimating story points than writing software. Story points measure complexity, not time, but we had to decide how many story points fit in a sprint.
5. I had to use t-shirt sizes to estimate software.
6. We measured how much it cost to deliver one story point and then wrote contracts where clients paid for a package of "500 story points."
7. Management lost it when they found that 500 story points in one project weren't the same as 500 story points on another project. We had many meetings to fix this.
8. Imagine having a manager, a scrum master, a product owner, and a tech lead. You had to answer to all of them and none simultaneously.
9. We paid people who told us whether we were "burning down points" fast enough. Weren't story points about complexity instead of time? Never mind.
I believe in Agile, but this ain't agile.
We brought professional Scrum trainers. We paid people from our team to get certified. We tried Scrum this way and that other way. We spent years doing it.
The result was always the same: It didn't work.
Scrum is a cancer that will eat your development team. Scrum is not for developers; it's another tool for managers to feel they are in control.
But the best about Scrum are those who look you in the eye and tell you: "If it doesn't work for you, you are doing it wrong. Scrum is anything that works for your team."
Sure it is.
ALT Stop Doing Scrum.
junior, the senior retweeted
In my opinion, this is really what differentiate a Principal from a Staff and a Staff from a Senior Engineer.
Softskill-wise, there’s no better predictable of someone’s maturity level and capacity to influence an organization at scale & to grow than those 3 macro-skills:
1. Sponsorship (truly supporting other people's ideas),
2. Selfless & Egoless way of leading (Don’t be a politician: Say “I don’t know” & admitting your mistakes)
3. Be Open to Influence (To lead, you have to follow. To influence, you have to be influenced)
I know, I know, what about accountability and ownership? What about the ability to drive things and make them happen quickly? What about the ability of distilling complex and ambiguous problems into a simple solution? What about coaching and mentoring? What about the super deep expertise? What about the ability to navigate and coordinate efforts across the org to deliver big cross-area projects? What about thinking strategically and planning for the long-term?
These are super important too, they are crucial. But, in my experience, they are not the best predictable of what is going to make someone succeed and scale their impact and their career beyond the Staff Level.
Confidence to sponsor other folks ideas even when they are super shiny or bold ideas and even when you would probably solve slightly differently without “cookie leaking” and without getting credits to yourself.
Selfless and egoless way of leading. You are an engineer, You are not a politician. Admit your mistakes and what you got wrong as a Senior Engineer, your team will respect you a lot more (and be a lot more influenced by what you share) in the long run.
Give your support quickly to other leaders who are working to make improvements. Even if you disagree with their initial approach, someone trustworthy leading a project will almost always get to a good outcome. If there's something you disagree with but only in a minor way, let others take the lead figuring it out. A helpful question here is, "Will what we do here matter to me in six months?" If it won't, take the opportunity to follow.
Great questions to ask:
- Tell me the last time you supported one of your more junior engineers ideas
- Tell me about the last time you admitted a mistake you made to your team
- Tell me about the worst technical mistake you made over the last couple of years as a Staff in the company
- Tell me about the last time someone on your team changed your mind
