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Engineering Manager's Handbook

You're reading from   Engineering Manager's Handbook An insider's guide to managing software development and engineering teams

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Product type Paperback
Published in Sep 2023
Publisher Packt
ISBN-13 9781803235356
Length 278 pages
Edition 1st Edition
Concepts
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Author (1):
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Morgan Evans Morgan Evans
Author Profile Icon Morgan Evans
Morgan Evans
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Table of Contents (24) Chapters Close

Preface 1. Part 1: The Case for Engineering Management FREE CHAPTER
2. Chapter 1: An Introduction to Engineering Management 3. Chapter 2: Engineering Leadership Styles 4. Chapter 3: Common Failure Modes for New Engineering Managers 5. Part 2: Engineering
6. Chapter 4: Leading Architecture 7. Chapter 5: Project Planning and Delivery 8. Chapter 6: Supporting Production Systems 9. Part 3: Managing
10. Chapter 7: Working Cross-Functionally 11. Chapter 8: Communicating with Authority 12. Chapter 9: Assessing and Improving Team Performance 13. Chapter 10: Fostering Accountability 14. Chapter 11: Managing Risk 15. Part 4: Transitioning
16. Chapter 12: Resilient Leadership 17. Chapter 13: Scaling Your Team 18. Chapter 14: Changing Priorities, Company Pivots, and Reorgs 19. Part 5: Long-Term Strategies
20. Chapter 15: Retaining Talent 21. Chapter 16: Team Design and More 22. Index 23. Other Books You May Enjoy

Project problems and solutions

Every project has its share of speedbumps or unexpected events. Here we will introduce two of the most common project problems along with different methods of resolving them.

You need to do more with less

Sometimes you need to find a way for a project to do more with less. For example, you might reach the end of estimations, and when you present them to your leadership team, they say Great, you think you can do it in 6 months—we need you to do it in 3.

One approach to this is to use the project management triangle. This method involves balancing three constraints: scope, time, and budget. Sometimes this is stated as You can have it good, you can have it fast, you can have it cheap; pick two. So, for example, if you need it fast, you would aim to negotiate a reduced scope or an increased budget.

In practice, you can often come up with additional levers and compromises to do more with less. When reducing scope is not an option, consider...

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