S03E01 - Engineering Metrics and Productivity

Reference article we discussed: https://www.linkedin.com/pulse/subtle-art-selective-micromanagement-thiago-ghisi

Article we discussed: https://yosefk.com/blog/people-can-read-their-managers-mind.html

Recap & Discussion of the controversy ignited by the McKinsey article "Yes, You Can Measure Software Developer Productivity."

In the last episode of season 2 of the show, we share how we met and our learnings working on Side Projects and how they have helped us: (i) to grow on our careers, (ii) to make some money online/on the side & (iii) have more optionality in general. Find the remaining episodes of season 2 at https://engineeringadvice.substack.com/ --- We delved deep into our personal experiences doing side hustles, the diverse avenues one can explore outside of traditional employment, the value of a community of like-minded people and the personal and professional growth that can come from it. We also touched on the philosophy of 'small bets', the unpredictability of job security, the power of crafting your own 'personalized tech stack' to ship things quickly and the advantages of using personal experiences and interests as inspiration for side projects. Our conversation revolves around the challenges, inspirations, and lessons from entrepreneurial ventures and side hustles.

The cost of this conflict? Potentially demotivated teams and a maze of missed opportunities. Dive into the debate surrounding team composition: Should they harbor generalist engineers ready to tackle anything or specialists who master their domain? While some argue the merits of starting with jack-of-all-trades engineers, especially for nascent organizations, others counterpoint with the potential pitfalls that might arise in the later stages of development. Ever heard of a "T-shaped engineer"? Discover the unique blend of broad knowledge and specialized expertise they bring to the table, and how such engineers can steer projects in the right direction. The magic number? There's no one-size-fits-all, but there's a sweet spot where collaboration enhances productivity without overwhelming team dynamics. We also venture into the gray areas of team structures, such as the place of SREs and DevOps roles, and whether they seamlessly integrate or stand apart.

We delve deep into the art of management from all angles. We explore myriad scenarios related to peers, managers, and stakeholders. From unpacking the complexities that arise when someone takes an issue about your work performance to a manager without confronting you first to the importance of trust, transparency, and direct communication in such situations, we bring you real-life experiences, hypothetical scenarios, and strategies to establish clear expectations with your superiors. Our discussion goes to the unique challenges presented when half-allocations come into play, with an individual torn between two managers on different projects. We share the inherent difficulties such scenarios bring, with contrasting feedback and conflicting priorities muddying the waters. Venturing into the realm of "SWAT" or "tiger" teams, we dissect the dynamics of assembling high-performing individuals from various departments for high-profile projects. Through shared experiences, we also discuss the value of direct communication, especially when repeated issues arise, and what to do before escalation. Finally, the conversation shifts to resource and budget management. We dissect the challenges posed when expected resources are halved or entirely missing and offer strategies for reallocation and optimization. Touching upon tech debt, we shed light on the importance of its framing in terms of business impact and how to make it resonate with higher-ups.

In this episode, we navigate the multifaceted realm of transitioning into the role of a manager of managers, chronicling diverse personal experiences and insights. The journey unfolds with cautionary tales about the risks of being perpetually thrust into this role without enough authority, alongside accounts of organic growth through handling multiple work streams, and the corresponding risk of losing touch with technical skills. We also delve into the intricacies and challenges inherent in managing managers: the importance of mastering multitasking, handling individual and team performance issues, production problems, the delicate art of managing office politics, overseeing promotion calibrations, and dealing with challenging teams or individuals also comes into focus. The episode also highlights the potential improvement on work-life balance that can come with taking on more strategic responsibilities, and discusses the concept of selective intervention based on area of expertise. Loaded with real-life stories, strategic insights, and candid discussions, this episode serves as a comprehensive guide for those preparing to step into the role of a manager of managers.

In this episode, we dig into the often-overlooked world of product management, its partnership with engineering, overuse of AB testing, and the secret sauce for an effective product trio. We are joined by David Pereira, product leader with over a decade of experience & prolific writer on the subject, where he provided valuable insights into product management roles and skills. David talked about the distinct roles within the product management sphere, the unique challenge product managers often face – influencing without authority – emphasizing the need for setting clear context and constraints, and the importance of a close partnership between product and engineering managers, each contributing to the 'why', 'what', and 'how' of a project. The conversation also delved into various strategies, such as the 'three amigos' model, and how engineers can influence the product strategy effectively. We also talked about managing technical debt, the importance of proactive communication between the engineering and product managers, how to identify and act upon key product metrics, the not so appropriate use of AB testing in the industry today coined by Keyur Hindocha as “Rounded corners and 50 shades of gray. That will take your A/B testing all the way.”, and effective interview strategies for hiring product managers. David shared many personal experiences and anecdotes with practical, real-life implications and applications of effective product management.

In this episode, we delve into the challenging and often daunting journey of transitioning from an individual contributor (IC) to an engineering manager. We share personal stories and experiences about how they navigated this path. From unexpected leadership roles to intentional career planning, we learn about the varied routes that led us to managerial roles. We also discuss key pitfalls to avoid when stepping into management, emphasizing the importance of understanding that others may not approach tasks the same way, enhancing communication skills, and ensuring continuity in absence. Drawing on our collective experiences, we also share valuable lessons from our own managers. We underline the significance of being an empathetic leader, adopting a "trust but verify" attitude, and maintaining a balance between allowing space and time for individual growth while continuously nudging our teams. With several anecdotes and real-life examples, we also shed light on crucial aspects of problem-solving and prevention of potential issues. Reflecting on the recent trend of companies downsizing their management layers, we discuss proactive strategies to solidify one's position. This episode provides a comprehensive guide to individuals who are considering or preparing for a transition into engineering management.