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Engineering Manager's Handbook
Engineering Manager's Handbook

Engineering Manager's Handbook: An insider's guide to managing software development and engineering teams

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Engineering Manager's Handbook

An Introduction to Engineering Management

Software engineering and development teams are growing every year at an estimated rate of 25% (https://www.bls.gov/ooh/computer-and-information-technology/software-developers.htm). The digital transformation of businesses has led to steady increases in the number and variety of web and native app engineering positions. With the high cost of software engineers, all employers have a vested interest in the effectiveness of these teams. As software continues to consume the world, we have an increasing need for engineering managers to lead, inspire, support, and sustain our teams.

Many people have a hard time wrapping their brains around engineering management as its own discipline. When I tell others I am an engineering manager by trade, a common reply I get is, “Oh, like a project manager?” The skills of a project manager may be helpful to an engineering manager, but the work is different and requires a distinct skillset.

In this chapter, we’ll introduce why we need engineering managers and what those managers must achieve in order to be successful. We will learn why the transition from engineer to manager can be such a difficult and jolting change, and we’ll see why managing up is just as important to this role as managing down.

By the end of this chapter, you will understand which traits differentiate experienced engineering managers and what you must do to earn the respect and trust of your team.

This chapter is broken down into these main topics:

  • What are engineering managers responsible for?
  • Introducing the four activities of engineering managers
  • How do engineering managers spend their day?
  • How to prepare yourself for a career change

Let’s dive in.

What are engineering managers responsible for?

An engineering manager’s position exists to provide engineering teams with day-to-day leadership and representation. They keep alignment within the team and serve as the team’s representative in cross-functional and leadership settings. In other words, engineering managers exist to produce long-term successful outcomes for engineers and companies.

When considering engineering manager responsibilities, you might think of a litany of tasks. Timely project delivery! Robust systems design! Mentoring! Hiring! The list goes on endlessly. The day-to-day tasks of an engineering manager are variable, but the broad responsibilities are the same: maintaining a team capable of serving the needs of the business, producing mechanisms to make the team self-sustaining and scalable, and owning the reputation and impact of the team.

This definition may leave you wondering: where are the fun parts? What about growing and teaching and building a strong engineering culture? While each of these things is important in its own right, an engineering manager should understand the order of operations: that these practices result from the necessity of producing good work, not the other way around. Your responsibility is not to produce good engineering culture; it is to produce good work that serves the needs of the business. Great engineering practices must result from the intention to produce great engineering work.

Let’s go through each of these responsibilities in turn.

Maintaining a team capable of serving business needs

Engineering managers set their teams up for success by understanding the business and organizational settings they are in and preparing their engineers to thrive in those settings. As illustrated in Figure 1.1, engineering managers interpret a variety of inputs to determine how best to direct their team. This responsibility may require attention to many areas, such as ways of working, technology choices, staffing, team culture, and cross-functional interactions. While we may only know so much at a given time, it’s helpful to consider anticipated future changes in needs as well as emerging technology trends:

Figure 1.1 – Engineering manager inputs and outputs

Figure 1.1 – Engineering manager inputs and outputs

Here are some questions you can use to consider this:

  • Is my team working closely enough with business leaders to understand their domain and needs?
  • Is my team capable of serving those business needs today or is it a stretch?
  • Do we have the tools and processes we need to deliver?
  • Do we have the talent we need on the team?
  • Do we have the supporting cross-functional roles we need to do great engineering work?
  • Do we have a shared vision to be inspired and make consistent choices?
  • Do we have the support and guidance to grow and improve as engineers?

Not all of these considerations may be under your direct control to change, but they are still helpful to identify. It may be that you will need to spend more of your time influencing factors outside of the engineering team to help your team and company be successful.

Producing mechanisms to be self-sustaining and scalable

Engineering managers have a responsibility to optimize their teams. They improve engineering workflows and reduce dependencies and repetitive tasks. Self-sustaining teams minimize dependencies that hinder them in their efforts to achieve their objectives. Scalable teams minimize software delivery steps and eliminate bottlenecks. The mechanisms to achieve this may include the use of tools, conventions, documentation, processes, or abstract things such as values and principles. Any action that produces a tangible improvement in the speed, reliability, or robustness of your team’s work is worth your consideration.

Theme – continuous improvement

In this chapter, we will introduce traits shared by experienced engineering managers that serve as recurring themes in this book. Great engineering managers are obsessed with continuous improvement for themselves and their engineering teams. They believe that there is always room for improvement and are open to new perspectives to that end.

Here are some questions you can use to consider how self-sustaining and scalable your team is today:

  • What dependencies do we have on other teams?
  • What dependencies do other teams have on us? Do we have clear contracts and interfaces that other teams can rely on?
  • When we onboard a new engineer, how much time does that take from the existing engineering team?
  • How much of our time is spent on manual interventions (such as responding to and resolving incidents)?
  • Do we have the culture and values to be harmonious and productive?
  • How do we respond to unexpected events? Are we resilient as an engineering team or are we brittle?
  • Are roles and responsibilities clear for us and our cross-functional partners?
  • Are we able to measure our work output and performance as a team?
  • How many of our core processes rely on meetings?
  • How many of our core processes have a single point of failure (SPOF)?

Answer these questions for yourself, honestly and without judgment. You will have plenty of time to formulate a plan to address areas for improvement as you settle into the role of engineering manager.

Owning the reputation and impact of the team

Engineering managers have a responsibility for their team’s performance and output. They maintain awareness of the engineering team’s commitments and progress. They act as a resource to help engineers do their best work. They cultivate sources of information outside of the team to have a balanced view of how their team is doing.

Here are some questions you can use to consider this:

  • Am I currently aware of my team’s reputation? Is it a strong reputation?
  • Do engineers on other teams know what my team does?
  • Do engineers on other teams like working with my team? Why or why not?
  • Do people outside of engineering know what my team does?
  • Do non-engineers like working with my team? Why or why not?
  • Is my team impactful? Does it find ways to innovate and deliver creative solutions that produce a competitive advantage?
  • Does company leadership understand the capabilities and value of my team?
  • Is my team celebrated?

If you find that you don’t know the answers to most of these questions, that is okay! You now have some talking points and information to gather for later.

So, now that we understand the general responsibilities of engineering managers, let’s go through the activities and tasks that managers perform in service to these responsibilities.

Introducing the four activities of engineering managers

An engineering manager’s work is made up of only four basic activities. Sounds easy, right? This is what they do:

  • Engineering
  • Managing
  • Transitioning
  • Big-picture thinking

How much of your time is spent on these activities will be determined by contextual and personal factors we will learn about later in this chapter. So, let’s examine these.

Engineering—the planning and delivery of software for business needs—may be the bulk of your work as an engineering manager. You may contribute directly to these activities, coding alongside your individual contributors, but the primary role of an engineering manager in engineering activities is one of leadership, to guide and facilitate the best possible outcome and take accountability for decisions made. Let’s break down the elements of engineering leadership activities:

  • Leading architecture
  • Project planning and delivery
  • Supporting production systems

Managing—providing for the needs, well-being, and professional growth of your team—may be the bulk of your work as an engineering manager. This aspect of an engineering manager’s role is incredibly impactful and can’t be overemphasized in its ability to lead to great success or crushing failure from seemingly small changes. Let’s go through the elements of management activities:

  • Working cross-functionally
  • Communicating with authority
  • Assessing and improving team performance
  • Fostering accountability
  • Managing risk

Transitioning—guiding your team from one state of being to the next—is an inevitable eventuality for all engineering managers. Managers have a crucial role in preparing teams for change, contextualizing changes as they come, and providing teams with a sense of stability in an ever-changing world. Let’s break down the key areas of transitioning:

  • Resilient leadership
  • Scaling your team
  • Handling changing priorities, company pivots, and re-orgs

Big-picture thinking—is the time you devote to broader and more abstract questions of how to grow the utility and value of your engineering organization while retaining the progress and talent you have, touching on elements of all of the previous activities while thinking creatively to maximize impact and leverage. Key areas include:

  • Retaining talent
  • Team design

I have organized this book around these four activities as parts and chapters. If you are particularly interested in one topic, you can jump ahead, but it is recommended to read the topics in order for the best understanding.

Now that you understand what engineering managers are responsible for and the activities they perform in service to those responsibilities, let’s go over how we might spend our day as engineering managers.

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Key benefits

  • Acquire the necessary skills to manage engineers across various settings
  • Gain valuable insights into engineering leadership, people management, and driving organizational change
  • Discover pitfalls to avoid as a new engineering manager and understand their causation
  • Purchase of the print or Kindle book includes a free PDF eBook

Description

Delightful and customer-centric digital products have become an expectation in the world of business. Engineering managers are uniquely positioned to impact the success of these products and the software systems that power them. Skillful managers guide their teams and companies to develop functional and maintainable systems. This book helps you find your footing as an engineering manager, develop your leadership style, balance your time between engineering and managing, build successful engineering teams in different settings, and work within constraints without sacrificing technical standards or team empathy. You’ll learn practical techniques for establishing trust, developing beneficial habits, and creating a cohesive and high-performing engineering team. You’ll discover effective strategies to guide and contribute to your team’s efforts, facilitating productivity and collaboration. By the end of this book, you’ll have the tools and knowledge necessary to thrive as an engineering manager. Whether you’re just starting out in your role or seeking to enhance your leadership capabilities, this handbook will empower you to make a lasting impact and drive success in your organization.

Who is this book for?

This book is a valuable resource for software engineers and developers transitioning into engineering management roles, equipping you with best practices and insights to navigate the new responsibilities effectively. Whether you're a newly promoted engineering manager or an experienced one seeking immediate answers to challenges, this comprehensive and up-to-date guide provides the support you need. Familiarity with the software development lifecycle, including concepts like version control, code review, and deployment, is required.

What you will learn

  • Pitfalls common to new managers and how to avoid them
  • Ways to establish trust and authority
  • Methods and tools for building world-class engineering teams
  • Behaviors to build and maintain a great reputation as a leader
  • Mechanisms to avoid costly missteps that end up requiring re-work
  • Strategies to increase employee retention on your team
  • Techniques to facilitate better product outcomes
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ISBN-13 : 9781803235356
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Table of Contents

23 Chapters
Part 1: The Case for Engineering Management Chevron down icon Chevron up icon
Chapter 1: An Introduction to Engineering Management Chevron down icon Chevron up icon
Chapter 2: Engineering Leadership Styles Chevron down icon Chevron up icon
Chapter 3: Common Failure Modes for New Engineering Managers Chevron down icon Chevron up icon
Part 2: Engineering Chevron down icon Chevron up icon
Chapter 4: Leading Architecture Chevron down icon Chevron up icon
Chapter 5: Project Planning and Delivery Chevron down icon Chevron up icon
Chapter 6: Supporting Production Systems Chevron down icon Chevron up icon
Part 3: Managing Chevron down icon Chevron up icon
Chapter 7: Working Cross-Functionally Chevron down icon Chevron up icon
Chapter 8: Communicating with Authority Chevron down icon Chevron up icon
Chapter 9: Assessing and Improving Team Performance Chevron down icon Chevron up icon
Chapter 10: Fostering Accountability Chevron down icon Chevron up icon
Chapter 11: Managing Risk Chevron down icon Chevron up icon
Part 4: Transitioning Chevron down icon Chevron up icon
Chapter 12: Resilient Leadership Chevron down icon Chevron up icon
Chapter 13: Scaling Your Team Chevron down icon Chevron up icon
Chapter 14: Changing Priorities, Company Pivots, and Reorgs Chevron down icon Chevron up icon
Part 5: Long-Term Strategies Chevron down icon Chevron up icon
Chapter 15: Retaining Talent Chevron down icon Chevron up icon
Chapter 16: Team Design and More Chevron down icon Chevron up icon
Index Chevron down icon Chevron up icon
Other Books You May Enjoy Chevron down icon Chevron up icon

Customer reviews

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Full star icon Full star icon Full star icon Full star icon Half star icon 4.6
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4 star 8.3%
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2 star 0%
1 star 8.3%
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Navani LaCount Oct 12, 2023
Full star icon Full star icon Full star icon Full star icon Full star icon 5
Having been in management prior to entering the technology space, I agree with so much discussed and shared within this handbook. There are a solid leadership principles, which I was aware of, but these are explained in such a simple and attainable way.I feel this book could be an essential read for anyone looking to navigate the dance of leadership and software engineering, as this can be a very difficult task.I feel that the biggest take-away from this book is how it shows the reader how attainable each step is. This really empowers the reader to be the most effective and most efficient leader possible for their team.
Amazon Verified review Amazon
Nathan G. Sep 08, 2023
Full star icon Full star icon Full star icon Full star icon Full star icon 5
The author starts the book off by saying she wants to review a breadth of topics rather than a deep dive into a single one and she does just that. Touching on topics such as preparing yourself for success in a new role to product delivery to talent retention each section and chapter lays out solid arguments for dos and don'ts that are frequently backed by additional sources and studies. She presents her guidance and then follows it up with salient, introspective questions each manager should be asking themselves to grow their own careers. The emphasis on the communication styles and patterns helps one understand more complete strategies for team collaboration as well as user-centric product development. I know I'll be applying a lot of these strategies in my own career.
Amazon Verified review Amazon
Mario H Sep 08, 2023
Full star icon Full star icon Full star icon Full star icon Full star icon 5
The "Engineering Manager Handbook" is not just a book to me; it's a culmination of insights and wisdom shared by a former colleague. Having had the privilege of knowing them and their journey in the field of engineering management, I can wholeheartedly vouch for the book's strengths.First and foremost, what struck me about this handbook is its sheer depth and breadth of coverage. It's a testament to the Morgan's extensive experience and knowledge in the field. Whether you're a new engineering manager trying to find your footing or a seasoned manager like me, the book leaves no stone unturned when it comes to the challenges we face in this role.One aspect that truly resonated with me is the emphasis on resilience within engineering teams. In today's fast-paced tech world, resilience is a quality that can't be overlooked. Morgan's insights on building and nurturing resilient teams are not just theoretical; they come from years of practical experience and a deep understanding of the industry's demands.Over time it's easy to fall into the trap of routine and autopilot decision-making. This book served as a powerful reminder of the importance of staying aware and adaptable. It challenged me to reevaluate some of my long-held practices and encouraged me to continually evolve as a leader.What's especially valuable to me is how well this book aligns with my involvement in engineering leadership mentorship. It covers many of the common challenges that aspiring and new engineering managers encounter, making it an excellent resource to guide and support emerging leaders.Having known the author personally, I can attest that they bring a wealth of real-world scenarios and practical examples into the book. This approach bridges the gap between theory and practice, making the content immediately applicable to the complex challenges we face daily.Ultimately, the "Engineering Manager Handbook" is a reflection of the author's dedication to helping others succeed in the field. Their structured approach, awareness of the challenges in transitioning from individual contributor to manager, and alignment with current industry trends make this book a must-have resource for anyone in engineering management.In summary, I'm not just recommending this book as a reviewer; I'm endorsing it with firsthand knowledge of the author's expertise and commitment to the field of engineering management.
Amazon Verified review Amazon
Nhat Quang Tram Sep 11, 2023
Full star icon Full star icon Full star icon Full star icon Full star icon 5
I usually do not leave a lot of reviews but I have to do once for this book. It contains great leadership information with detailed explanations on becoming a more productive, high-performance team player.
Amazon Verified review Amazon
Girish Sep 11, 2023
Full star icon Full star icon Full star icon Full star icon Full star icon 5
I found the contents of the book to be flowing very well with everything concerning a new or a mid level manager. There are some helpful tips that are easy to follow and are well structured. This book deals with the core tenets of Engineering leadership and is suitable for new and mid level managers alike. Would have loved to read this book when starting off in Engineering management!Although this book is very good, inward focussed read, it would be good to supplement it in the future (perhaps new instalment!) with various real world scenarios once Engineering Managers get comfortable with leadership challenges, such as;* Managing in various combinations of outsourced vs insourced teams* Vendor selection (software partners), buy vs build decision making tips, team structure & location choosing strategies in the modern day* Being successful in startups Vs large companies - as they are very differentYes, these are perhaps advanced topics!
Amazon Verified review Amazon
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