Engineering Team Management
363 items from kdeldycke/awesome-engineering-team-management ★2,615
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Living with Complexity, by Donald A. Norman openlibrary.org
In which we learn that, based on Tesler's law of the conservation of complexity, “the total complexity of a system is a constant: as you make the person's interaction simpler, the hidden complexity behind the scenes increases. Make one part of the system simpler, said Tesler…
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The 48 Laws of Power openlibrary.org
By Robert Greene. Can teach you how to cover your ass and be effective in a highly political org.
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Essays on object-oriented software engineering openlibrary.org
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Making Nice or Faking Nice? Exploring Supervisors' Two-Faced Response to their Past Abusive Behavior onlinelibrary.wiley.com.sci-hub.st
“It behooves organizations that want to develop highly authentic supervisors or organizational climates to seek to hire supervisors that are lower (or at least not higher) on symbolized moral identity.”
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Speaking Truth to Power: Reflections on My Career at Microsoft onezero.medium.com
After 3 decades in a deeply flawed company, the author comes to a humble conclusion: leaders should embodies the value of their employees. Not the other way around. “Changes at the top — not speeches, training or hashtags — make the most cultural impact. If you want real and…
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Please don't say just hello in chat nohello.net
When properly used, interactive written medium allows for asynchronous communication.
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How Big Tech Runs Tech Projects and the Curious Absence of Scrum newsletter.pragmaticengineer.com
There's an interesting table in this article on the strereotypes of companies, their funding models, main engineering actors, and their central methodologies.
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There's a third direction you can go, I call it going deep. news.ycombinator.com
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How shitty job crush your soul, then lead to burnout news.ycombinator.com
“Burnout is a very serious situation. If you burn yourself out hard, it will be difficult to be effective at any future job you go to, even if it is ostensibly a wonderful job. Treat burnout like a physical injury.”
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Some tips on public speaking news.ycombinator.com
“If you ever find yourself buffering on output, rather than making hesitation noises, just pause. People will read that as considered deliberation and intelligence.”
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About corporate middle management news.ycombinator.com
“As a manager in a large corporation you are expected to be an aligner. (…) You have to manage frictions and strive to make the people above you look good.”
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A vitally important part of the job: being a crap shield news.ycombinator.com
“A lot of the work of an EM is wading into the slurry pit with a shovel so your team are free to get the job done”.
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The different engineering levels at Google news.ycombinator.com
From L3 to L8: a quick description of what makes an engineer at each level.
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source news.ycombinator.com
) - Or how fraud can endure at the top level. That's generally why you need a board of directors as an oversight.
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For all you future CTOs, consider your incentive schemes carefully news.ycombinator.com
How a promotion scheme marked the end of Uber's engineering excellence and the start of what made the company turn into a bureaucratic mess.
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As a manager of a new employee I make an absolute point of being a "helicopter mom" from the moment they hit the area… news.ycombinator.com
Navigating a new organization will be hard the first few weeks, and the presence of a manager can help speed things up.
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Salaries never stay secrets forever. Hiding them only delays the inevitable. news.ycombinator.com
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source news.ycombinator.com
) - A recipe on how to work with your direct reports, from a section of 7 habits of highly effective people.
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source news.ycombinator.com
) - Another way of putting it: managers needs domain knowledge and to know the work their reports do.
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Choose Well-known Technology news.ycombinator.com
A rephrasing of the above advice. “Choose the technology: 1. You know in and out, and are immediately productive with; 2. Which is sure to be around in 5-7 years, preferably 10-15; 3. For which you are comfortable hiring the next 15 engineers.”
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) - Another advice from the source: make them walk'n'talks.
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“Company I've worked for had manager who tried to ship features over the weekend with a ragtag team of developers who… news.ycombinator.com
Tactics of hustling managers, and how the company reacting to that kind of manager makes or break a good place to work.
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), or why the key practices for achieving large professional goals is missing the parts about office politics.
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Responsibility vs. accountability news.ycombinator.com
The biggest difference between manager (accountable) and engineers (responsible): “'Bad things' happen for the person accountable, whereas the person responsible can move on to the next project.”
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Examples of harassments news.ycombinator.com
How a jealous boss, who felt either betrayed or ridiculed, bullied a capable employee to force him out. Don't be that kind of asshole boss.
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source news.ycombinator.com
) - Or why trying to create a community from the ground up might not be the right way of looking at things: a better and more subtle strategy would be to empowers the already existing channels and make them visible.
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L8-L10 salaries at AWS news.ycombinator.com
A reference point to what $M+ compensation packages looks like.
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). And that's the reason bureaucracies and highly political organizations are fertile grounds for consultants.
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Some reasons why enterprise software is good and maybe even fun news.ycombinator.com
The majority of us will not build the next unicorn: we statically have a better chance to build enterprise software. The twist? It might even be more interesting than you expect.
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) - At one point, even with the most unselfish of intentions, your attempts to elevate the culture might stall. It is not fair, but it's probably the time to leave.
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source news.ycombinator.com
). And why the retraining answer above is the best one.
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Colleague is leaving. How to investigate what went wrong? news.ycombinator.com
“Most of the time people leave bosses, not the job or the company.” And why you're unlikely to get any substantial insights from exit interviews. (source)
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) - This quote is from David Packard (HP co-founder), decades before current management fad.
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source news.ycombinator.com
). I.e. the structure of the organization is quintessential to its longevity.
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