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  1. says: Camille Fournier Á 1 CHARACTERS DOWNLOAD ´ RATITECHNOLOGIES.CO.ZA Á Camille Fournier SUMMARY 97 Things Every Engineering Manager Should Know: Collective Wisdom from the Experts

    pdf 97 Things Every Engineering Manager Should Know: Collective Wisdom from the Experts ↠ ratitechnologies.co.za Read Full of advices that I hope will be useful for my collegues that are starting in this role I acuired copies for them after I read my copyI had no such book many many years ago when I started as a Dev Manager so most probably I did a lot of mistakes or invented many things already invented by others at the expense of company’s time This book will help you to do your job better that is for sure

  2. says: DOWNLOAD ´ RATITECHNOLOGIES.CO.ZA Á Camille Fournier pdf 97 Things Every Engineering Manager Should Know: Collective Wisdom from the Experts ↠ ratitechnologies.co.za Read

    DOWNLOAD ´ RATITECHNOLOGIES.CO.ZA Á Camille Fournier Camille Fournier Á 1 CHARACTERS pdf 97 Things Every Engineering Manager Should Know: Collective Wisdom from the Experts ↠ ratitechnologies.co.za Read There are management tomes taught in MBA classes and then there are books like this where practitioners share what works in real life The leaders in this book come from diverse backgrounds geography and culture and are at various phases of their journey some VPs and some trying out technology management for a few months Such kaleidoscopic nature makes “97 things” a uniue learning tool you flip a few pages

  3. says: pdf 97 Things Every Engineering Manager Should Know: Collective Wisdom from the Experts ↠ ratitechnologies.co.za Read Camille Fournier Á 1 CHARACTERS DOWNLOAD ´ RATITECHNOLOGIES.CO.ZA Á Camille Fournier

    pdf 97 Things Every Engineering Manager Should Know: Collective Wisdom from the Experts ↠ ratitechnologies.co.za Read this is not as good as the other book the manager's path It's not organized It seems the author didn't spend time in writing the way she wrote the first book

  4. says: DOWNLOAD ´ RATITECHNOLOGIES.CO.ZA Á Camille Fournier Camille Fournier Á 1 CHARACTERS pdf 97 Things Every Engineering Manager Should Know: Collective Wisdom from the Experts ↠ ratitechnologies.co.za Read

    pdf 97 Things Every Engineering Manager Should Know: Collective Wisdom from the Experts ↠ ratitechnologies.co.za Read Camille Fournier Á 1 CHARACTERS DOWNLOAD ´ RATITECHNOLOGIES.CO.ZA Á Camille Fournier This book seems to have good information so far but I wanted to highlight that it is based on software engineering

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SUMMARY 97 Things Every Engineering Manager Should Know: Collective Wisdom from the Experts

Camille Fournier Á 1 CHARACTERS CHARACTERS ↠ 97 Things Every Engineering Manager Should Know: Collective Wisdom from the Experts Ays to Be the Manager Your Report Needs by Duretti HirpaThe First Two uestions to Ask When Your Team Is Struggling by Cate HustonFire Them by Mike FisherThe 5 Whys of Organizational Design by Kellan Elliott McCreaCareer Conversations by Rauel V#233;lezUsing 6 Page Documents to Close Decisions by Ian NowlandGround Rules in Meetings by Lara Hoga. this is not as good as the other book the manager s path It s not organized It seems the author didn t spend time in writing the way she wrote the first book

DOWNLOAD ´ RATITECHNOLOGIES.CO.ZA Á Camille Fournier

97 Things Every Engineering Manager Should Know: Collective Wisdom from the Experts

Camille Fournier Á 1 CHARACTERS CHARACTERS ↠ 97 Things Every Engineering Manager Should Know: Collective Wisdom from the Experts Tap into the wisdom of experts to learn what every engineering manager should know With 97 short and extremely useful tips for engineering managers you'll discover new approaches to old problems pick up road tested best practices and hone your management skills through sound adviceManaging people is hard and the industry as a whole is bad at i. Full of advices that I hope will be useful for my collegues that are starting in this role I acuired copies for them after I read my copyI had no such book many many years ago when I started as a Dev Manager so most probably I did a lot of mistakes or invented many things already invented by others at the expense of company s time This book will help you to do your job better that is for sure 40 Lecons Pour Parler Anglais hard and the industry as a whole is bad at i. Full of advices that I Assimil L'Anglais L'Anglais Pack CD (livre+4CD audio) English for French-speakers (SANS PEINE) (French Edition) hope will be useful for my collegues that are starting in this role I acuired copies for them after I read my copyI Assimil Guide Conversation Wolof (For French speakers) help you to do your job better that is for sure

Camille Fournier Á 1 CHARACTERS

Camille Fournier Á 1 CHARACTERS CHARACTERS ↠ 97 Things Every Engineering Manager Should Know: Collective Wisdom from the Experts T Many managers lack the experience training tools texts and frameworks to do it well From mentoring interns to working in senior management this book will take you through the stages of management and provide actionable advice on how to approach the obstacles you;ll encounter as a technical managerA few of the 97 things you should knowThree W. There are management tomes taught in MBA classes and then there are books like this where practitioners share what works in real life The leaders in this book come from diverse backgrounds geography and culture and are at various phases of their journey some VPs and some trying out technology management for a few months Such kaleidoscopic nature makes 97 things a uniue learning tool you flip a few pages and you will learn something new Combination of tools easily digestible aphorisms frameworks and often a set of simple rules will leave the reader at a much richer elevation irrespective of her leadership tenure At least a third of the articles are indeed practicable and should pass a rigorous test in most learning organizations I highly recommend the bookSome notes and ideas I took away 1 Make every fourth 1 on 1 a retrospective to improve your 1 on 1s2 Brainstorm a Glad Sad Mad list and follow up with the latter two3 Ensure you can always take at least a week off without business disruptions Ensure everyone else in the team can too4 If you are not able to provide your reports with meaningful in depth feedback change the structure5 Pay attention to the topics people seem to value your opinion on Those areas make you a multiplier where you can scale an organization non linearly6 Do you have your README A simple one page document that lists out your personality uirks Writing it down will make you vulnerable that s actually a good thing7 Always remember that you have a huge power differential over a person who reports to you Behave in an ethical reliable and importantly repeatable manner cognizant of that power differential It s all about Servant Leadership 8 Outcomes are important than outputs However do not fall in love with outcome over process At some point you will stop lifting weights Ie your outcome won t excite you as much Sticking to process will ensure you still work out at that point9 Eyes on Hands off you are a guide not a mapmaker10 You want to give people a little freedom than you re comfortable with 11 As the team grows bring in specialization Generalists are motivated to work on the hardest business problems Specialists are motivated to work on most difficult technical problems12 A manager is like a logger depending upon the organization and complexity log information on various levels debug warn error etc13 Push bursty updates even about things mostly on track Patterns for communicating upward are almost the inverse of communication with your team14 You will rarely run into a problem over communicating especially the larger the org grows15 3 step process of TED talk a X because of Y b Details of Y c Let s do Z so we can accomplish X because of Y16 Before every presentation write down the narrative Then reframe for positivity17 Constantly reinforce the why 18 Practice Continuous Kindness you don t have to be nice but you are expected to be kind Remember Agile mantra of individuals and interactions over processes and tools 19 Culture is like gravity in an org when no other force or explicit direction is present culture determines what happens next20 Be aware that culture naturally resists uantitative metrics21 A company s product is the what Their customers are the why Their employees are the who Culture is the how22 Ensure standups happen early in the day Ensure at least one meeting free day for the makers Delegate leading standups to a senior engineer23 Set up a read only communication channel in Slack or agree on uiet hours 24 Intentionally not doing certain things is a manager super power25 For your teams don t be a shit umbrella Provide context as you would provide an adult26 Evaluate candidates on this order Values Abilities Skills27 Skills are depth perspectives are breadth28 Project Management should be integral to engineering management Whenever possible do your own project management29 Two things demarcate great teams a psychological safety and b regular shipping of code30 Multiplier when one s work enables other people s work Ie your work exerts leverage31 What you re good at test what s a topic you can speak a at any level and b for any length of time32 Deliver the conclusion at the start33 For a manager scope of control For a leader scope of influence34 When your team is struggling ask two uestions How do I create clarityHow do I create capacity35 Chaleff Model of followership junior engineers aren t expected to be implementers or partners Value partners as they will keep you honest36 Estimation fallacy estimation is done in a low information environment When you have enough information you do not need to estimate much37 Rituals are tools to shape culture38 Two simple rules of deployments Everybody should be able to deploy Never have an approver Deployment should be automatic and done on demand if not continuously39 Measure commit to deploy time for development velocity40 Feynman algorithm Write down the problemThink very hardWrite down the solution41 The best test run is cheap and narrow42 You may keep a running Google doc for 1x1s They are safe spaces Start with how you feel 43 Pay attention to not when but how one gets stuck44 Don t surprise people45 Wherever there is authority there is a natural inclination to disobedience Leadership is responsibility not authority46 Over index on in person two way communication over one way hierarchical power communication47 Homogeneity will facilitate smooth and effortless interactions but diversity drives better decisions48 Management is not a promotion but radical career change49 Think of API responses when working with people 200 OK 500 server error does the employee have a family problem etc50 CapEx is omitted from EDITDA OpEx is included remember this when dealing with finance51 Accountability is a capability not a measure52 Good managers know when to amplify or dampen the corporate leadership line53 Definitely don t be the first one in and last one out every single day You may overwhelm the team54 Develop an awareness of when you re gaining political capital and when you re spending it Do spend it strategically55 Micromanagement is anti Agile Autonomy is the sole key to top performing people and teams Do not be an order giver be facilitator and enabler Your only job is to provide psychological safety56 You and the organization are always just five decisions away from death And you ve taken the first one by starting here Ensure multiple redundant safety systems both in technology and in people57 Scale communication through writing Avoid any meeting that can be a short note or a 6 pager readout 6 pagers do introvert inclusion in decision making58 Be extremely careful of thinking out loud when you re in a powerful position The team may take it as a directive59 In any situation you can be either a minus one a zero or a plus one When you do not have enough context be a zero rather than be a 1 and make your presence felt60 Team stability is extremely important Be extremely careful of disrupting it Psychological safety Google study found it to be 1 attribute of high performing teams is positively correlated with team effectiveness and negatively correlated with membership changes61 3 good uestions for interview What have you learned in the past 6 monthsTell me about a failure and what you learned from itDo you have skills expertise and experience in that order to do the job62 Avoid causing anxiety Do not throw a bomb before the weekend63 Before getting angry at a complainer remember that complains are predicated on the complainer s experience 64 Try to dig that relevant experience out with deliberate discussion65 Deep Work Leaders define communication protocols to reduce overhead of collaboration most often measured in meetings 10 Minutes d'anglais (1CD audio) (French Edition) how to approach the obstacles you;ll encounter as a technical managerA few of the 97 things you should knowThree W. There are management tomes taught in MBA classes and then there are books like this where practitioners share what works in real life The leaders in this book come from diverse backgrounds geography and culture and are at various phases of their journey some VPs and some trying out technology management for a few months Such kaleidoscopic nature makes 97 things a uniue learning tool you flip a few pages and you will learn something new Combination of tools easily digestible aphorisms frameworks and often a set of simple rules will leave the reader at a much richer elevation irrespective of Conversational Russian Dialogues: Over 100 Russian Conversations and Short Stories (Conversational Russian Dual Language Books) her leadership tenure At least a third of the articles are indeed practicable and should pass a rigorous test in most learning organizations I Assimil Guide Conversation Breton highly recommend the bookSome notes and ideas I took away 1 Make every fourth 1 on 1 a retrospective to improve your 1 on 1s2 Brainstorm a Glad Sad Mad list and follow up with the latter two3 Ensure you can always take at least a week off without business disruptions Ensure everyone else in the team can too4 If you are not able to provide your reports with meaningful in depth feedback change the structure5 Pay attention to the topics people seem to value your opinion on Those areas make you a multiplier where you can scale an organization non linearly6 Do you Assimil Guide de conversation Coreen [ Korean ] have your README A simple one page document that lists out your personality uirks Writing it down will make you vulnerable that s actually a good thing7 Always remember that you Assimil Guide Conversation Corse (Corsican for French speakers) have a Berlitz Phrase Book & Dictionary Korean (Bilingual dictionary) huge power differential over a person who reports to you Behave in an ethical reliable and importantly repeatable manner cognizant of that power differential It s all about Servant Leadership 8 Outcomes are important than outputs However do not fall in love with outcome over process At some point you will stop lifting weights Ie your outcome won t excite you as much Sticking to process will ensure you still work out at that point9 Eyes on Hands off you are a guide not a mapmaker10 You want to give people a little freedom than you re comfortable with 11 As the team grows bring in specialization Generalists are motivated to work on the 15 Minute Arabic hardest business problems Specialists are motivated to work on most difficult technical problems12 A manager is like a logger depending upon the organization and complexity log information on various levels debug warn error etc13 Push bursty updates even about things mostly on track Patterns for communicating upward are almost the inverse of communication with your team14 You will rarely run into a problem over communicating especially the larger the org grows15 3 step process of TED talk a X because of Y b Details of Y c Let s do Z so we can accomplish X because of Y16 Before every presentation write down the narrative Then reframe for positivity17 Constantly reinforce the why 18 Practice Continuous Kindness you don t Le Néerlandais - Guide de conversation Pour les Nuls 2e have to be nice but you are expected to be kind Remember Agile mantra of individuals and interactions over processes and tools 19 Culture is like gravity in an org when no other force or explicit direction is present culture determines what Larabe - Guide de conversation pour les Nuls, 2ème édition happens next20 Be aware that culture naturally resists uantitative metrics21 A company s product is the what Their customers are the why Their employees are the who Culture is the Guide du Routard Conversation Anglais [ English phrasebook for French speakers ] (Le Routard) how22 Ensure standups Lexique Japonais Pour les Nuls happen early in the day Ensure at least one meeting free day for the makers Delegate leading standups to a senior engineer23 Set up a read only communication channel in Slack or agree on uiet Assimil Guide de conversation Thai hours 24 Intentionally not doing certain things is a manager super power25 For your teams don t be a shit umbrella Provide context as you would provide an adult26 Evaluate candidates on this order Values Abilities Skills27 Skills are depth perspectives are breadth28 Project Management should be integral to engineering management Whenever possible do your own project management29 Two things demarcate great teams a psychological safety and b regular shipping of code30 Multiplier when one s work enables other people s work Ie your work exerts leverage31 What you re good at test what s a topic you can speak a at any level and b for any length of time32 Deliver the conclusion at the start33 For a manager scope of control For a leader scope of influence34 When your team is struggling ask two uestions How do I create clarityHow do I create capacity35 Chaleff Model of followership junior engineers aren t expected to be implementers or partners Value partners as they will keep you Gpalémo have enough information you do not need to estimate much37 Rituals are tools to shape culture38 Two simple rules of deployments Everybody should be able to deploy Never DIALOGUES MEDICAUX ET CORRESPONDANCES CORRESPONDANCE AND MEDICAL DIALOGUE - C' EST GRAVE DOCTEUR ? have an approver Deployment should be automatic and done on demand if not continuously39 Measure commit to deploy time for development velocity40 Feynman algorithm Write down the problemThink very Assimil Guide ConversationTurc (Turkish for French speakers) hardWrite down the solution41 The best test run is cheap and narrow42 You may keep a running Google doc for 1x1s They are safe spaces Start with Breton - Guide de conversation how you feel 43 Pay attention to not when but JOURS HEUREUX A DIE (FOSSE AUX OURS) how one gets stuck44 Don t surprise people45 Wherever there is authority there is a natural inclination to disobedience Leadership is responsibility not authority46 Over index on in person two way communication over one way Lespagnol - Guide de conversation pour les Nuls, 2ème édition (French Edition) hierarchical power communication47 Homogeneity will facilitate smooth and effortless interactions but diversity drives better decisions48 Management is not a promotion but radical career change49 Think of API responses when working with people 200 OK 500 server error does the employee Complete Language Pack French (Complete Language Packs) have a family problem etc50 CapEx is omitted from EDITDA OpEx is included remember this when dealing with finance51 Accountability is a capability not a measure52 Good managers know when to amplify or dampen the corporate leadership line53 Definitely don t be the first one in and last one out every single day You may overwhelm the team54 Develop an awareness of when you re gaining political capital and when you re spending it Do spend it strategically55 Micromanagement is anti Agile Autonomy is the sole key to top performing people and teams Do not be an order giver be facilitator and enabler Your only job is to provide psychological safety56 You and the organization are always just five decisions away from death And you ve taken the first one by starting Lespagnol pour les Nuls en voyage here Ensure multiple redundant safety systems both in technology and in people57 Scale communication through writing Avoid any meeting that can be a short note or a 6 pager readout 6 pagers do introvert inclusion in decision making58 Be extremely careful of thinking out loud when you re in a powerful position The team may take it as a directive59 In any situation you can be either a minus one a zero or a plus one When you do not Le japonais - Guide de conversation pour les Nuls, 2ème édition (French Edition) have enough context be a zero rather than be a 1 and make your presence felt60 Team stability is extremely important Be extremely careful of disrupting it Psychological safety Google study found it to be 1 attribute of Say it again, please - English pronunciation exercises (CORPUS) high performing teams is positively correlated with team effectiveness and negatively correlated with membership changes61 3 good uestions for interview What How to Swear Around the World have you learned in the past 6 monthsTell me about a failure and what you learned from itDo you Wolof - Guide de conversation have skills expertise and experience in that order to do the job62 Avoid causing anxiety Do not throw a bomb before the weekend63 Before getting angry at a complainer remember that complains are predicated on the complainer s experience 64 Try to dig that relevant experience out with deliberate discussion65 Deep Work Leaders define communication protocols to reduce overhead of collaboration most often measured in meetings

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  • 97 Things Every Engineering Manager Should Know: Collective Wisdom from the Experts
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  • 13 March 2020
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