Continuous Deployment Development Team Review Employee Programming 
Startup Lessons Learned
OCTOBER 16, 2013
But we couldn''t have identified this without having clear metrics (that high bug count) to assess our development process. As Shutterstock has grown, there are a few key elements to our continued development speed: Small, autonomous teams: The more a team can do on their own, the faster they can go.
Startup Lessons Learned
NOVEMBER 29, 2008
If done right, a programming interview serves two purposes simultaneously. On the one hand, it gives you insight into what kind of employee the candidate might be. The technical interview is at the heart of these challenges when building a product development team, and so I thought it deserved an entire post on its own.
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Startup Lessons Learned
NOVEMBER 8, 2008
Our goal in product development is to find the minimum feature set required to get early customers. In order to do this, we have our customer development team work hard to find a market, any market, for the product as currently specified. Case Study: Continuous deployment makes releases n. This is a common mistake.
Startup Lessons Learned
DECEMBER 7, 2008
TDD plus continuous integration works as a natural feedback loop: if the team is working "too fast" to produce quality code reliably, tests fail, which requires the team to slow down and fix them. Use pair programming and collective code ownership. Pair programming is the most radical, but also the most helpful.
Startup Lessons Learned
APRIL 26, 2009
The idea of leverage is simple: for every ounce of effort your product development team puts into your product, find ways to magnify that effort by getting many other people to invest along with you. That engine of creativity has led to a catalog of something like 2 million virtual goods authored by a hundred thousand developers.
Startup Lessons Learned
OCTOBER 20, 2008
When I was working my first programming jobs, I was introduced to the following maxim: "time, quality, money - pick two." As I evolved my thinking, I started to frame the problem this way: How can we devise a product development process that allows the business leaders to take responsibility for the outcome by making conscious trade-offs?
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