Authors: Jakub Oleksy | @JakubOleksy and Matt Nigh | @mattnigh As engineering leaders, we’re always being asked to get the most out of engineering teams. This is most often measured by what things we can ship, and how fast. But it can be easy to fall into a common trap: doing too much at once, convinced that more parallel work means more output. We often fool ourselves into thinking that we’re making progress by simply having at least someone spending cycles on each thing. But what if the key to...