Lots of blanks to fill still, but I am a proponent of engineers owning their own project management. These are my rough notes on project management (from an engineer’s lens): > The difference from project management I understand, but a lot of what you described regarding keeping the progress going seems to be a SCRUM master's job. So in a world where we're not adding so many people as quickly, is it as valuable to have a lot of managers who have extra capacity waiting for new people? No, right? So, um, so now we can, we could sort of defragment the organization and get to a place where the average is closer to that seven or eight. But the thing is going forward, I don't want us to actually hire that many people that quickly, right? So I actually think we'll just do better work if we have more constraints and we're, um, you know, leaner as an organization. Um, and also if you have a new manager, you may not want to have them have seven direct reports immediately because you want them to ramp up. It was because we were growing so quickly, right? And when you're hiring so many people so quickly, then that means that you need managers who have capacity to onboard new people. Um, but there was a reason why it was closer to three. I was like, wow, like a manager can, you know, best practices that person can, can manage, you know, seven or eight people. Um, you know, at the beginning of this, we, um, I asked our, our people team, what was the average number of reports that a manager had? And I think it was, it was around three, maybe three to four, but closer to three. Literally straight from Mark Zuckerberg's mouth:
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