The Evolution and Challenges of Engineering Management
30 Aug 2024 (4 months ago)
The Evolving Role of Engineering Management
- In the past, IT departments were separate from business operations, with project managers often temporarily overseeing developers and handling delivery responsibilities. (5m21s)
- Engineering managers are now expected to manage people, handle delivery responsibilities, and possess technical expertise. (7m6s)
- Engineering managers are increasingly responsible for the entire team, including product management and design, especially in smaller teams or those focused on technical projects. (27m30s)
- Engineering managers are becoming more data-driven, utilizing metrics like DORA and SPACE metrics to make informed decisions. (28m58s)
The Challenges of Transitioning into Management
- Peter Gillard Moss currently works as a senior engineering manager at a company called DeepL. (1m0s)
- He observes that many engineers transition into management roles unintentionally, often due to being perceived as reliable, without necessarily aspiring to or receiving proper training for the position. (3m4s)
Essential Skills for Successful Engineering Management
- Successful engineering managers need a strong understanding of product, people, process, and technology. (8m16s)
- Engineering managers should delegate tasks in areas where they are not as strong, such as technology or product, relying on team members with expertise in those areas. (11m52s)
- The most crucial aspects of engineering management are people and processes, as they are the most visible externally. When team morale is low or delivery is not going well, it becomes apparent to those outside the team. (14m12s)
Building and Motivating High-Performing Teams
- To build a great team, trust is essential, allowing for open communication and a sense of safety. Without trust, teams can get stuck in unproductive cycles of conflict. (15m2s)
- Engineering managers need to motivate their teams in the right direction, ensuring they understand the impact of their decisions and are not solely driven by personal preferences for specific technologies or frameworks. (17m10s)
Developing Effective Engineering Managers
- Engineering managers can be developed by surrounding them with other good managers. (20m32s)
- Engineering management is a craft that can be learned through peer interactions, sharing experiences, and discussing challenges. (22m1s)
Creating an Environment for Success
- Managers should strive to make the job of engineering management as easy as possible by removing friction and providing clear expectations and well-defined roles. (24m41s)
- Teams are moving away from large groups of developers working on a single project to smaller, long-lived teams with less overhead. (26m42s)
Optimal Team Size and Dynamics
- Dunbar's number is a useful guideline for team size; problems often arise when teams grow beyond 10 people. (32m47s)
- Teams may function effectively above 10 people if they have a well-defined domain, manageable technology, and a positive team dynamic. (32m56s)