Before my changes, these tests ran in about 18 minutes. After my changes, they ran in about 6.5 minutes!
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When it comes to tools for managing infrastructure, we think about user experience less often. A lot of the time folks developing tools for technologists appear to assume they don’t need to be “nice”. A common refrain is “read the docs” or “google it”. There’s no reason for this dichotomy between “regular” user and technical user.
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We’ve had to learn a few things in order to keep the organization functioning and aligned with our values. We’ve now codified the steadiest of these lessons in a distributed playbook on GitHub.
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All hands meetings are important - they are a way to spread a message, a way for a team to get to know each other, and a way to move a decision making process forward. We see facilitation as the way to get the most out of a meeting like this.
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A look at the year-long process we took as a company to transition to transparent salaries, including our motivations, methodology, and what we discovered along the way.
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Truss’ research and design practice is a year old and we’ve been up to some good stuff!
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All about our newly awarded 8(a) certification, how we got here, and what we’re excited to do next.
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The details of our parental leave policy, what message we hope it sends to our team, and why it’s important to us.
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With over 60 people, spread across four U.S. time zones, and two brand new practice areas, it finally felt like the appropriate time to get the crew together for our first ever full-team offsite.
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There are no better eyes to see the inner workings of Truss through than those of a shiny new Trussel Sprout. So we sat down with our newest delivery manager to get her raw and unfiltered thoughts on her first week on the team.
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At Truss, we’ve spent a lot of time refining our interview process so that it’s clear, comprehensive, and as unbiased as possible. Here’s a peek into what we look for in new teammates and the steps that candidates can expect to go through after submitting an application.
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On December 28, 2016, Truss made compensation transparent to all employees. We created a spreadsheet with everyone's names, levels, and salaries, and shared it with everyone at the company. Here’s why we did it.
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Announcing the addition of two new disciplines to team TrussWorks: product management and design.
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While there are lively debates about whether or not the Future is Distributed, at Truss we’re having a pretty solid time of it. Running online meetings is just the beginning of making sure your distributed team is included, and we’re continually working to improve our distributed practices.
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The story behind our recent work with USTRANSCOM to build a new system to move military families and their belongings.
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We’re retiring our Leave Now app. Here’s why.
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Tips on how procurement officers can make use of some of the things the private sector has learned to make the procurement process more efficient, with fewer hurdles, without having to rewrite any laws.
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When building systems with threats in mind, it’s not enough to just plan, not enough to just raise the cost to a bad thing happening — we still have to have an idea of what we’ll do when the bad thing happens despite our best efforts.
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The journey to alter the awards structure of a hackathon to ensure marginalized voices were heard, different approaches were celebrated, and promising ideas were still given the support needed to continue on.
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Best practices for conducting online meetings that inclusive, productive, and enjoyable.
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