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There was fresh momentum around the idea that engineering ICs should be able to progress up a dedicated technical career ladder—one that didn’t top out where management levels began, or push ICs on an up-or-out path into management. These constraints incentivized managers to think hard about how to retain and grow their best senior engineers.
When startups are first setting out, the initial team is small and usually solving relatively discrete (albeit central) problems. But at scale, the quantity and size of the problems grow larger than a single manageable team can handle. asks Randy Shoup , the VP of Engineering at WeWork.
As engineering managers and leaders, our job of course is to help our teams deliver value to the organization and its customers. Yet from a higher level, our role is to ensure that both engineers and teams continue to grow and develop. People need to grow and develop skills in order to move within the framework.
This is a pre-release excerpt of The Art of Agile Development, Second Edition , to be published by O’Reilly in 2021. Visit the Second Edition home page for information about the open development process, additional excerpts, and more. For a team to be Agile, they need to change their method to reflect the Agile philosophy.
Kent Beck concluded , Measure developer productivity? He says a measurement based approach generates relatively weak improvements and significant distortion of incentives. This is a talk about what you do, as VP of Engineering, when somebody asks for the impossible. They tend to be passionate, senior developers.
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