مدیر مهندسی کامل: ساخت تیم‌های مهندسی با عملکرد بالا برای سازمان شما

Take a 360-degree tour of the engineering manager’s role and responsibilities. This book brings them to life with practical scenarios and references and ensures their relevance to your daily work.From upkeeping technical skills, to managing people and stakeholders, to ensuring timely deliverables, the job of the engineering manager is fast-paced, complex, and often short on learning resources. Fear not, this book has you covered with tips on managing evolving processes, delivering impactful projects in a timely manner, setting goals and priorities among product and technical initiatives, and helping your team focus and deliver.Business priorities are changing at a much faster pace than ever before with new technologies being introduced and adopted regularly. This book will help managers adopt modern practices to meet this moment and aid them in helping engineering teams succeed. The Complete Engineering Manager will leave you with a broader perspective and deeper skill set to apply to engineering management.What You Will LearnEmploy the SELF framework for self-management and learn to build trust with team membersManage performance and craft individualized growth plans for employee successEvolve your team’s development, delivery, and technical processes to improve their efficiencyDrive impact for your organization through prioritization, strategy and value deliveryAdopt modern engineering management practices such as utilizing AIWho This Book is ForNew, aspiring, and experienced engineering managers who are looking for resources to address challenges in their role. Table of Contents About the Author Acknowledgments Introduction Part I: Congratulations, You’re an Engineering Manager Chapter 1: Engineering Manager’s Starter Kit Your Core Values Your Personal Values Identify Leadership Values Transform and Live Your Leadership Style Common Leadership Style In Action Your Success Your Manual: “Manual of Me” Your First Six Months Month 1: The Larger Context and the People Month 2: A Level Deeper Month 3: Taking Ownership Month 4: Drive Change and Foster Collaboration Month 5: Strategic Planning Month 6: Reflection and Looking Ahead Summary Part II: Managing People Chapter 2: Self-Management Situation Types of Situations Anticipate Assess Immerse Reflect Emotion Your Emotions What Are Emotions? The Adrenaline Rush Regulating Your Emotions Ah, the Imposter Syndrome Others’ Emotions Learning Comfort Circle What to Learn? How to Learn? Focus and Energy Focus on Terms Check-In and Check-Out Managing Your Energy SELF Love Journal Summary Chapter 3: It’s All About Trust Building Trust Get to Know Each Other Better Be Vulnerable and Empathetic Be Transparent Be Their Ally Let Them Do Praise in Public; Criticize in Private Be Invested When Trust Breaks? Say X, do Y Over-Promise and Under-Deliver Not Talking About Mistakes and Avoiding Ownership Team < Self Micromanagement Rebuilding Summary Chapter 4: Mindful One-on-Ones You Care About Being Prepared You Care About Listening to Them You Care About Their Opinion You Care About Following Up You Care About Asking Right Questions You Care About Their Career You Care About Sharing/Asking for Feedback You Care About Them as a Person Chapter 5: Managing Performance Dynamics Around People Performance Factors Affecting People’s Performance Team Dynamics Define Your Team Sum of Individual Performance Is Not Exactly Same as the Team’s Performance Goal Setting Set: Establishing Clear and Effective Goals Facilitate: Providing the Support Needed to Succeed Track: Monitoring Progress and Adjusting Course Achieve: Reaching the Goal and Reflecting on the Journey Performance Review 101 Scale Get the Basics Right Performing at the Next Level 3/5 Is Not Bad at All Unacceptable Performance Performance Criteria Impact Leadership Integrity Collaboration Can a Skill Be a Performance Criteria? Calibration The Writing Part Prep Up Write Up Wrap Up Don’ts of Writing a Performance Review The Conversation Your Point of View Their Point of View EM inclined toward the critical side; individual on the exceptional side EM and individual both inclined toward the exceptional side EM inclined toward the exceptional side; individual toward the critical side EM and individual both inclined toward the critical side Conversation Starts Conversation Progresses Conversation Ends Summary Chapter 6: Working with Your Manager Your Manager’s World Their Success Their Worry Building Trust Aligning on Expectations All They Care About All They Care “Less” About Help Your Boss Help You Help Your Boss If Things Aren’t Rosy My Perspective My Manager’s Perspective Conflict Arises Navigating the Conflict Summary Part III: Managing Processes Chapter 7: Evolving Processes and Bringing Change Four Key Elements of a Process Evolving Your Engineering Process Effecting a Change A Real Challenge Know the Influencers Empowering Your Champions Engaging with the Naysayers Waiting Out the Fence-Sitters The Psychology of Change How to Engage and Drive Change Summary Chapter 8: Development and Delivery Processes Conundrum Phase Requirement Presentation Technical Grooming Estimation How to Estimate Better #Estimate or #NoEstimate? Development Phase Development Focus on Developer Experience Should Engineering Managers Contribute to Development? Code Review Establishing Code Review Guidelines Guiding the Review Process Fostering Constructive Feedback Supporting Continuous Improvement What About Quality? Why Should It Always Be Speed vs. Quality? Can They Coexist? Situations Where Speed May Trump Quality The Importance of a Clear Definition of Done Who Owns the Quality? Keeping the QA Environment Stable Delivery Phase Simplifying the Delivery Process: Key Considerations Adapting the Delivery Process to Your Team’s Needs Summary Chapter 9: Technical Processes Operational Review Process How Do You Run It? When Do You Need It? Technical System Review Process How Do You Run It? When Do You Need It? Technical Decision-Making Process How Do You Run It? Start with a Need Gather Requirements Apply Constraints Brainstorm Approaches System Dependencies Get CERTified Build vs. Buy Onboarding Stakeholders Documenting Decisions When Do You Need It? Incident Management Process How Do You Run It? When Do You Need It? Your Role in the Technical Processes Summary Part IV: Mastering Prioritization Chapter 10: The Bigger Picture Defining the North Star Metric Making Big Bets The Purpose, Vision, and Mission Business, Product, and Engineering Strategy King: Business Strategy Queen: Product Strategy Knight: Engineering Strategy Good Engineering Strategy Bad Engineering Strategy Technology Principles Why Technology Principles Matter Examples of Technology Principles How Technology Principles Drive Prioritization Implementing Technology Principles to Guide Prioritization Technology Radar Build Your Own Radar: Customizing Technology Prioritization Engineering Manager’s Role Objectives and Key Results in Action OKR Pitfalls Outcome vs. Output Quantity Over Quality Ongoing Engagement Ambiguous Goals Unrealistic Expectations Lack of Alignment Inflexibility Top-Down and Bottom-Up The Top-Down Perspective: From Vision to Reality The Bottom-Up Perspective: Insights from the Ground The Bridge: Your Role in Action Finding the Right Balance Chapter 11: Pragmatic Approach to Prioritization Impact-Effort Matrix Assessing Impact Assessing Effort Plotting Impact-Effort Matrix MoSCoW Must Have Should Have Could Have Won’t Have Applying MoSCoW in Prioritization Rock Pebbles and Sand Rocks Maximize Impact Pebbles Maximize ROI Sand Maximizes Throughput Beware! Time-Critical Tasks Take Over Starving the Rock Managing Multiple Pebbles Always the Rock, Never the Pebble Neglecting Sand Rushing Into New Work Trying to Balance Every Sprint Managing a Change in Priorities Deprioritization Managing Stakeholder Requests The Art of Saying “No” Balancing Priorities and Managing Expectations Chapter 12: Prioritizing Technical Initiatives Technical Debt Get the Code Out the Door Learn Refactor Anti-patterns to Avoid Push-Push-Push Missing Learning Opportunities Not Coming Back to the Refactor Phase Over-engineering (Un)Intentional Debts The People Effect Prioritized Technical Backlog Aligning Technical Work with Product Goals What to Include in Your Technical Backlog? Technical Debt Payback Schemes Alongside Product Development Alongside Every Sprint Freestyle Rock-Sized Technical Initiatives Part V: Delivering Impactful Projects Chapter 13: Modern Delivery Practices Risks of Big-Bang Launches Organization and Engineering Mismatch Iterative Delivery How Iterative? How Small? How Valuable Will It Be? Value Realization MVP Technical Design Minimum Viable Architecture Slicing the Big Fat Project Modular Architecture Twitter’s Journey to Modular Architecture API-First Design Continuous and Progressive Delivery What Could Slow Down Your Team’s Delivery? Unorganized Teams and Tight Dependency What Can You Do About It? Legacy Systems and Technical Debt Effects on Delivery What Can You Do About It? Unclear Scope and Outcome What Can You Do About It? Chapter 14: Measuring Delivery Effectiveness Does It Really Matter? The Limits of Velocity Reduce WIP Measure What Matters Lead Time Measuring Lead Time Introducing Value Lead Time The Difference That Matters Measuring Value Lead Time Deployment Frequency What Can Slow Down a Team’s Deployment Frequency? Should You Really Be Concerned About Deployment Frequency? Does Your Team Have “Friday Blues”? Change Failure Rate Mean Time to Recover Balancing Speed and Stability in Your Delivery North Star Metric Example: Enhancing Customer Retention with a North Star Metric Relevance to Delivery Chapter 15: Managing Stakeholders, Progress, and Blockers Managing Stakeholders Building Partnerships Trust Commitment Alignment Delivery Reporting Progress to Management Managing Blockers Forms of Blockers Technical Blockers Process Blockers Communication Blockers Five Whys What Can Your Team Do About Blockers? Identify/Raise Eliminate Are You the Blocker? Over-Reliance on Your Approvals Insufficient Delegation Centralized Communication Lack of Knowledge Sharing Part VI: Building High-Performing Teams Chapter 16: Make Your Team Great Again Know Your Team In and Out Purpose and Mission Goals and Success Criteria Roles, People, and Structures Product Manager and You Your Team of Engineers Well-Balanced Team Being Product-Minded Role Adaptability Ways of Working Together What Does a High-Performing Engineering Team Look Like? What Will Stop Your Team from Becoming High-Performing? Individual Performance vs. Team Performance Over-Reliance on One Person Inefficient Processes or Excessive Rigidity Team Scope, Topology, and Cognitive Load Working in Silos Ineffective Leadership Spotting Dysfunctions Absence of Trust Fear of Conflict Lack of Commitment Avoidance of Accountability Inattention to Results Where Does Your Team Stand? Forming Storming Norming Performing It’s a Game of Snakes and Ladders Chapter 17: Building a Strong Engineering Culture The Five Fingers Problem-Solving and Customer Centricity Continuous Learning and Improvement Autonomy and Extreme Ownership Collaboration and Open Feedback Adaptability Setting High Standards Anti-patterns Culture That’s Broken Culture That Never Exists Culture That’s Resistant to Change Culture of Blame Culture of Fear What Can You Do? Chapter 18: Becoming an Organizational Leader Expanding Beyond Technical Expertise Stepping into Strategic Thinking Taking Part in Organizational Restructuring and Transformation Growing Into the Next Level Building Your Personal Brand Enhancing Leadership and Communication Skills Driving Collaboration Across Teams Conclusion: Your Path to Senior Leadership Index