Wearing Different Hats

Being an automation engineer can involve a number of things, and on a team like ours that still has a relatively new and growing automation team, it does involve doing a lot of different things – many times, a lot of different things at once.

One thing I often think about with this job is the balance between doing in-sprint work with features as they come through the pipeline and doing more “big picture” infrastructure work.

I think there is a natural inclination to spend as much time as possible working on QA for features in the sprint because it’s a more visible and immediate way to help our fellow engineers. No one wants to feel like they’re neglecting the team, so when a QA request comes in there is an understandable urge to drop what you’re doing to help get that feature over the finish line.

But improving infrastructure is inherently the type of work that demands attention over long periods of time, and it is important not to neglect it.

Breaking The Divide

Our team’s sprint cycles involve a week-long slack time between each sprint. This time allows engineers to “pick up the slack” by addressing things that wouldn’t fall under a standard sprint, such as reducing tech debt or learning a new technology to hopefully use in future sprints. Slack time is a great time to tackle these long-term infrastructure tasks without being pulled out of context to do work tied to a sprint.

Unfortunately, as we’ve come to realize, a single slack time is not always enough to complete the lengthy cycle of researching, experimenting, building, failing, and repeating until the system you are working on is functional.

As an example, in our previous slack time we began the process of integrating our automated test suites with Jenkins and Docker, technologies we didn’t currently have in our team’s pipeline. Naturally, we didn’t complete this process in a week, but we carried our momentum into the next sprint and the result was that for the first time, infrastructure work was becoming sprint work for us. And that’s where the balancing act comes in.

What Comes Next

As both our feature and automation teams grow, one thing that will become critical is our ability to meet the demand of the QA queue as we increase our overall output, while still devoting periods of undivided attention to tricky infrastructure tasks that will improve our processes and output in the long run.

With a growing automation team, my hope is that we will be able to break up into fluidly defined subteams that can alternate between “sprint” and “non-sprint” work.

These roles would need to alternate infrequently enough that each subteam has plenty of time to make meaningful progress on their task, but frequently enough that every automation engineer remains active and engaged on both fronts throughout the sprint.

So, it all comes back to a balancing act, and it will likely be a process that continues to change and evolve as we discover what works and what doesn’t.


As much as I love working with the features team to QA the awesome work they do, I’ve found that I enjoy working on infrastructure just as much. It’s not something I expected coming into this role, and it’s definitely been one of my most exciting career developments since joining the Forward Financing team.

Balancing these two types of work can be a challenge, but I’m eager to continue working to strike that balance so that we can simultaneously help to improve individual app features and the pipeline as a whole.

Thanks for reading!