Engineering Management for the Rest of Us

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However, even seasoned managers could benefit from Drasner’s insights, particularly those struggling to navigate the day-to-day challenges of managing a technical team. 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. I loved it, it opened my appetite for rethinking my schedule and becoming more intentional with my team. All in all, this work is packed with tangible advice and tools to manage software engineering teams in this day and age. It's the book I wish I had read before jumping into the role; the one I'd recommend to anyone considering this career move.

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.A lot of Engineering Managers and leaders studied for years and years to become the best Engineer they possibly could be… and then they were promoted. This includes clearly articulating project goals, giving precise instructions, providing constructive feedback, and maintaining an open line of communication with team members.

I know there was more on the manager role that a person who only set goals, evaluate and ser a lot of meetings where she/he is the only person that talk. If you're looking for an introduction into engineering management, start with The Manager's Path, Camille Fournier.I think that it is a solid compendium for people who have not read any book or had any experience whatsoever in leading a team; and even if you have, it's still a great read as it covers specific aspects related to engineering management and not any other type of management.

Leadership is challenging: where your work used to be about you and what value you brought to a team, your work is now about enabling everyone around you. While the book may be helpful for non-technical managers new to managing engineering teams, it is unlikely to provide any new insights or strategies for those already experienced in the field. The central theme of the book revolves around the transformation of technical professionals into successful managers. The text artfully balances anecdotal evidence, factual data, and actionable steps, weaving a narrative that is as engaging as it is informative.It can be very tough for those of us who didn't go into Engineering with the distinct concept that we would become managers, but still want to do our best to support our teams. 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. However reading it with some experience, there is nothing that goes beyond obvious things or high-level summaries of concepts from other books.

My last book of the year was recommended by my managers manager when I asked for a book recommendation on the Engineering Management topic. This book provides some organization for collaborating with networks of people, working together towards a common purpose. By using the Web site, you confirm that you have read, understood, and agreed to be bound by the Terms and Conditions.Experienced managers can skip this book, but might find it useful to recommend to others just getting started. The book goes from the macro to the micro- with topics ranging everywhere from “feedback” to “scoping down PRs”. I see this book becoming a reference book for many details, especially regarding organising my work life and improving my relations with colleagues. Nonetheless, the author’s choice to stick with what she knows best and her extensive experience does lend credibility to her arguments.