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管理 > Engineering Management > Flashcards

Engineering Management Flashcards

1
Q

Engineering Manager Role

A
  1. Managing Engineering Output
  2. Managing Stakeholders
  3. Managing Team
  4. Managing yourself
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2
Q

Managing Engineering Output - Core Objective

A

Deliver impactful & reliable output

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3
Q

Managing Engineering Output - Engineering Production Loop

A
  1. Work Intake
  2. Assigning resources
  3. Tracking Agile Methods
  4. Sign-off Delivery
  5. Retrospectives (the most important one)
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4
Q

Managing Engineering Output - Retrospectives 3 types of feedback

A
  1. Output - what we just delivered/done
  2. Process - how we operating
  3. Roadmap - what is next
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5
Q

Managing Engineering Output - Retrospectives turn feedback into actions

A
  1. Next action required - No action vs Next cycle vs Strategic project
  2. Owner - IC vs PM vs EM
  3. Checkpoint - when to review this
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6
Q

Managing Engineering Output - Impact and Team Fit

A

Impact - Work is aligned with a strategic objective and is measurable
Team Fit -Work is scoped for feasible delivery by the team

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7
Q

Managing Engineering Output - Team Fit

A
  1. Size
  2. Skill
  3. Remit - The strategi objective of the work matches the strategic objective of the team
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8
Q

Managing Engineering Output - Assess the impact

A
  1. Absolution Assessment - defined threshold

2. Relative Assessment - compare to other existing work

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9
Q

Managing Engineering Output - Team Impact Matrix

A

High Impact and High Team Fit: Accept
High Impact and Low Team Fit: Refer
Low Impact and High Team Fit: Enabled(Adjust scope or resource)
Low Impact and Low Team Fit: Decline (Show Empathy and offer rationale)

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10
Q

Managing Engineering Output - Estimation Process

A

Short-Sighted: Simply fulfil the request
Long-Sighted: Use Estimation to influence future work, use it as an opportunity to strategically lay the groundwork for what’s to come for their team.

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11
Q

Managing Engineering Output - Regular Portfolio Review

A

Monthly cadence is ideal

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12
Q

Managing Engineering Output - Regular Portfolio Review - Identifying Issues

A 
Project Issues:
1. Diminished business case
2. User signal
3. OKR shifts
4. Tech debt overwhelm
5. Scope creep
Portfolio issues:
1. Parallel projects
2. Backchannel work
3. Never ending efforts
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13
Q

Managing Engineering Output - Regular Portfolio Review - Escalate & Collaborate

A

Project issues normally go to PM

Portfolio issues normally go to the director

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14
Q

Managing Engineering Output - Regular Portfolio Review - Establish a PoV

A

Adjust: Often the favoured approach when the project has slipped on team fit. Scope vs Time vs Resources
Abandon: External or structural factors are most likely at play. Thus are generally not responsive to the lever adjustments. Planning an exit & Cleaning up Tech Debt & Celebrating the sunset

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15
Q

Work allocation

A

Junior members work on more reactive/maintenance tasks

Senior members work on long term initiatives

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16
Q

The optimal size for one subdomain

A

3
1 is too risky for that person to leave
2 has the risk of disagreeing and not making progress

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17
Q

Managing Stakeholders - Collaboration Specs

A

Why: Strategic Direction, everyone agrees on the ultimate objective
What: Work Definition, everyone agrees on what to do and how the product will look
How: Work Execution. Everyone agrees on how to build the product together

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18
Q

Managing Stakeholders - Tools for Collaboration Specs - Product Strategy Map

A

Goals
Metrics
Quality Bar

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19
Q

Managing Stakeholders - Tools for Collaboration Specs - Contextual PoVs

A

Strategic context input
Learned preferences
Blindspots
Team development

20
Q

Managing Stakeholders - Tools for Collaboration Specs - Collaboration Responsibilities

A
  1. Identify key collab responsibilities
  2. Determine the decision-making framework
  3. Assign roles for all relevant parties, ownership, participation and awareness, or leave blank.
21
Q

Managing Stakeholders - Decision-making framework

A

RACI: Responsible Accountable Consulted Informed
RAPID: Recommend Agree Perform Input Decide

22
Q

Managing Stakeholders - Tools for Collaboration Specs - Comms Plan

A

Set regular check-in rituals to stay aligned over time
Start with why
Check responsibility matrix for collab needs
Identify what kind of communication to use, sync or async?

23
Q

Managing Stakeholders - SBIIN

A 
Situation
Behaviour
Impact
Intent
Next
24
Q

Managing Stakeholders - Stakeholder proximity map

A 
At centre
Own eng team
POD Product manager, Design and Data team
Other Eng teams (EM)
Operations (EM & PM)
Business (PM)
Execs (PM)
Outermost
25
Q

Managing Stakeholders - Inquiry Load Buffer System

A
  1. Communication Level, proactively communicate out
  2. Process Level, ask stakeholders to follow certain ways when inquiry
  3. Insight - Reflect based on data
26
Q

Managing Stakeholders - Inquiry to other Eng teams

A

Same as the load buffer system

  1. Give heads up and plan together
  2. Follow the other team’s process
27
Q

Managing Stakeholders - Inquiry Load Buffer System - Operations

A
  1. Provide self-served materials to operational teams
  2. On-call rotation
  3. See patterns
28
Q

Managing Stakeholders - On-call - Prioritization Criteria

A
  1. Frequency
  2. Severity
  3. Reproducibility
    Priority 0 - 3
29
Q

Managing Stakeholders - Inquiry Load Buffer System - Business

A
  1. Provide guidelines
  2. PM should be the receiver
  3. Assess product & market maturity
30
Q

Managing People - Team Health

A 
Positive energy
Camaraderie
High morale
Fun
High retention
Resilience
Honesty & transparency
Trust

Those are indicators, not drivers

31
Q

Managing People - Team Health Drivers

A

Motivation: Intrinsic Need
Collaboration: Interpersonal Need
Recognition: Extrinsic Need

32
Q

Managing People - Team Health Drivers - EM Groundwork

A

Motivation: 1. Team purpose statement 2. Individual team commitments
Collaboration: 1. Tools and Wikis 2. Host knowledge sharing
Recognition: 1. Transparent Compensation 2. Public Kudos Forum

33
Q

Managing People - Team Health Drivers - EM Maintenance

A

Motivation: 1. 1:1 meetings 2. Team strategy briefings
Collaboration: 1. Supervise code review 2. Solicit peer feedback
Recognition: 1. Celebrate milestones 2. Value awards

34
Q

Managing People - Team Development

A 
Engineering Team Competency Model
6 Behavioral
Output Quality: 
- Data & results orientation
- Customer focus
- Quality / Delivery balance
Team Contribution: 
- Collaboration & Comms
- Thought leadership
- Citizenship
6 Technical 
- Languages and Frameworks
- Quality Assurance
- Documentation
- Specialization
- Architecture & code design
- Security Legal & Compliance
35
Q

Managing People - Team Development - Managing Team Composition

A

Headcount
Talent Deficit Map
Talent Need –>
Borrow Contract Hire
Cover Upskill Promote
Attrition –>
month quarter 6 months

36
Q

Managing People - Team Development - Team Competency Model

A

Thought Leadership measures both curiosity for next-order knowledge beyond the task at hand—showing an interest in growing one’s skill set—and how well one is tuned into developing methodologies, tools, and trends. It also looks at how an individual seeks opportunities to disseminate knowledge to the team and broader organization.

The last competency within the team contribution quadrant is Citizenship. This looks at how an individual is demonstrably aligned with the org’s greater good beyond the explicit needs of the role. This also considers how one mentors and helps develop the careers of their peers, as well as how they positively represent the team internally and externally.

37
Q

Managing self - Two Components of Impact

A

Delivering work output: Immediate output through which an EM and team can be easily evaluated
Building Organizational Capabilities: Harder to evaluate work that sets the team up for the future

38
Q

Managing self - Optimizing Impact

A

Deliver the most impact possible
Rebalance based on the needs of the company
Push out impact capacity over time

39
Q

Managing self - Optimizing Impact - Deliver the most impact possible

A

Rock pebbles and sand framework

  1. Categorize your priorities as rocks pebbles and sand
  2. Plan and execute your activities accordingly
  3. Reflect and defrag your calendar
40
Q

Managing self - Optimizing Impact - Rebalance based on the needs of the company

A

Gathering info from as many channels as possible

  1. Strategy
  2. Role and responsibilities
  3. Others’ priorities
41
Q

Managing self - Optimizing Impact - Push out impact capacity over time

A
  1. Realizing it’s ok to let some things slip
  2. Getting comfortable delegating
  3. Learning to operate with less context
42
Q

Managing self - Optimizing Impact - Delegation

A

impact
high delegate and monitor keep
neutral delegate and forget delegate and coach
low let slip
multiple team members only you

43
Q

Managing self - manage your own career

A 
Blue flame of career impact
intersect
1. Environment
2. Skills 
3. Passions
44
Q

Managing self - manage your own career - Skills

A 
EM Competency Model
Delivery management
1. Product delivery
2. Dynamic planning
3. Reliability management
Strategic Domain knowledge
4. Technical design and philosophy
5. Product vision and road mapping
6. Impact delivery
Influencing and collaboration
7. Functional management
8. Cross-functional partnership
9. Manage up
Team culture development
10. Team management
11. Career growth development
12. Culture setting
45
Q

Managing self - manage your own career - Environment

A 
Environment variables
Env you prefer to work in
1. Company stage
2. Company domain
3. Type of work
4. Role orientation
Env factors that accelerate career
5. team
6. Leadership support
7. Compensation philosophy
8. Growth outlook
46
Q

Managing self - manage your own career - Environment - Type of Product Work

A
  1. Initial Product Market Fit
  2. Product Market Fit Expansion
  3. Scaling
  4. Feature Strategy
  5. Growth Strategy

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