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Or, the small crisis with engineeringmanagement. In 2018, Honeycomb co-founder & CTO Charity Majors wrote a blog post titled, “An Engineer’s Bill of Rights (and Responsibilities).” These constraints incentivized managers to think hard about how to retain and grow their best senior engineers. This is good.
Saminda Wijegunawardena , VP of Engineering at Box, calls this increasing distance “abstraction.” Therefore, empathy truly is within a manager’s domain. After all, Wijegunawardena has discovered that engineers learn best not by one-on-one consultation with a mentor, but by doing the work with their mentors and senior peers.
Ensure each team includes people who have business, market, and product expertise. Give each team full responsibility over particular products or market segments. Here’s an example of how manager buy-in works in a complex situation, drawn from my experience as a consultant. The VP liked what I had to say.
Large changes—those that directly impact more than 30-70 people—require professional change management. Depending on the size of your organization, your HR department may have change management experts on staff who can help. If not, you can hire consultants. The VP liked what I had to say. We spoke two weeks later.
Your feedback generates bugs in production by Eli Maruenda Joya – EngineeringManager at Holaluz.com, Inma Navas Peña – Software Engineer at MANGO. by Ramon Balaguer – Legacy software developer at Voxel Group , Vicenç García – VP of Engineering at Voxel Group.
This is a talk about what you do, as VP of Engineering, when somebody asks for the impossible. Wed be the engine of a profitable and growing business. Are we the best product engineering org in the world today? We have a bunch of engineers who dont have the XP mindset. Marketing and Sales want splashy new features.
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