Priority #1 kills priorities

In my journey looking for the best way to manage my to-do list, I recently tried to create a Trello board where to put all the new tasks added to my personal backlog. My choice of using Trello was based on several needs:

• Being able to follow up all the in progress tasks
• Being able to order tasks by priorities

Since Trello is very flexible, I thought that I could create one card by item and three columns: to-do, work in progress, and done. But then, I started to have lots of cards in my to-do column and thought I needed to re-order all the cards to be able to quickly see which have a high priority and which can wait.

I first tried to create an intermediate to-do column called “today” where to put the item I needed to be done by the end of the day. I quickly found out I still had to deal with all the other cards in the “to-do” column which needed review each morning. Thus, I moved once again and created three to-do column :

• Backlog
• Priority #3
• Priority #2
• Priority #1

For a while, this system seems perfect. Each time I had completed a task, I was able to see which one will be the next to focus on by looking at the priority #1 column. I had a clear view of what I really needed to do at any time. Every week or so, I reviewed my to-do lists in order to move cards from lower priority to higher. Or, at the contrary, I lowered the priority of some tasks considering they were supposed to be priority #1 but I hadn't time to work on it and the world didn't stop.

The Engineering Manager is part of the team

The more I talk with engineering managers around me - in my own company, during interviews or around a beer - the more I see tow patterns, two different ways to talk about their team: those who say “they” about people they manage and those who included themselves in a global “we”.

The bottom-up performance review

The performance review is a common way to regularly give or get feedback about the work that has been done. Some company performs those once a year, other twice a year. Agile teams may do it more frequently. In my previous experiences, the retrospective we were doing after each sprint was a way to give personal feedback, and once a year we were doing a yearly retrospective to summarize the whole past year, as a team.