Engineering Management for the Rest of Us

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Engineering Management for the Rest of Us

Engineering Management for the Rest of Us

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If you're keen to understand how to elevate your team, prioritise your work, and value your own change in throughput, this is the book for you. I always wondered why regular leaders treat so hard their people, forgetting about human values and just asking for output and results without knowing context of every team member. The strength of the book lies in its practicality; Drasner does not shy away from addressing common issues encountered in the field of engineering management. Drasner’s book, “Engineering Management for the Rest of Us,” attempts to lift the veil on these complex issues, providing insight and guidance for those embarking on the tricky path of managing technical teams. For example, Sarah focuses on Pull Requests quite a bit, even to a point of mentioning possible branch naming patterns!

In this session, Sarah shares the reasons for writing this book, alongside her lessons learned over the years and what she wishes she had known when she started out on her management journey so that you can reflect on your own leadership style and needs. In short, the role of leader is to empower the individuals around them to perform their best work, together. This doesn’t mean you need to be an expert in every technology, but you should understand the high-level concepts and be able to make informed decisions. I would strongly recommend this book not just for engineering managemers but for Individual contributors as well.There's quite a bit of advice too that isn't really specific to engineering managers, such as: believing in yourself, prioritizing your work, scope down PRs, setting boundaries etc. If you're looking for an introduction into engineering management, start with The Manager's Path, Camille Fournier. Her practical, experience-based approach is a welcome departure from the often theoretical focus of similar texts.

This includes clearly articulating project goals, giving precise instructions, providing constructive feedback, and maintaining an open line of communication with team members. If you're hungry for more on the touched topics, you will find that the book provides plenty of opportunities to branch out, whether it's developing habit systems or building confidence in yourself and others. I checked two of those assumptions, and I'm sure anyone that checks none of them would have a great time with this reading.I wrote this book because there’s so much no one told me about management that I wished I would have known.

Many of the thoughts here enforced what I had learnt from reading blog posts about who a senior developer is, like .The topics described feel relatable and palpable, as if they're directly taken from your own workplace. I confess that some advices in part 3 (the one more into "engineering") sound horrible to me, quite misaligned with the way I understand product development based on software. I picked this book up to see if anything would resonate to determine if it's a career path worth pursuing in the future. It’s not just important, it’s crucial that we iterate on our own skills as managers so that we can properly support everyone around us: individuals, peers, leadership, and the business. It's imperative that we as managers learn as much as we can and work on ourselves, so that our teams may enjoy a healthy working life and strong relationships.

Prioritize and Manage Time Effectively: Drasner suggests that effective time management is a crucial skill for engineering managers.In comparison to similar works, such as Camille Fournier’s “The Manager’s Path,” Drasner’s book tends to focus more on the practical, day-to-day aspects of the role, while Fournier delves into broader strategic planning.

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