The engineering executive's primer
As an engineering manager, you almost always have someone in your company to turn to for advice: a peer on another team, your manager, or even the head of engineering. But who do you turn to if you're the head of engineering? Engineering executives have a challenging learning curve, and many fo...
| Otros Autores: | |
|---|---|
| Formato: | Libro electrónico |
| Idioma: | Inglés |
| Publicado: |
Sebastopol, CA :
O'Reilly Media, Inc
[2024]
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| Edición: | First edition |
| Materias: | |
| Ver en Biblioteca Universitat Ramon Llull: | https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009792864506719 |
Tabla de Contenidos:
- Cover
- Copyright
- Table of Contents
- Preface
- What This Book is Not
- Navigating This Book
- Clarifying Terms
- O'Reilly Online Learning
- How to Contact Us
- Acknowledgments
- Chapter 1. Getting the Job
- Why Pursue an Executive Role?
- One of One
- Finding Internal Executive Roles
- Finding External Executive Roles
- Interview Process
- Negotiating the Contract
- Deciding to Take the Job
- Not Getting the Job
- Summary
- Chapter 2. Your First 90 Days
- What to Learn First
- Making the Right System Changes
- Tasks for Your First 90 Days
- Learning and Building Trust
- Create an External Support System
- Understanding Organizational Health and Process
- Understanding Hiring
- Understanding Systems of Execution
- Understanding the Technology
- Summary
- Chapter 3. Writing Your Engineering Strategy
- Defining Strategy
- Example Strategy
- Diagnosis
- Guiding Policies
- Coherent Actions
- Writing Process
- When to Write the Strategy
- Dealing with Missing Company Strategies
- Establishing the Diagnosis
- Structuring Your Guiding Policies
- Maintaining Your Guiding Policies' Altitude
- Selecting Coherent Actions
- Shouldn't Strategy Be Bottoms-Up?
- Summary
- Chapter 4. How to Plan
- The Default Planning Process
- Planning's Three Discrete Phases
- Phase 1: Establishing Your Financial Plan
- The Reasoning Behind Engineering's Role in the Financial Plan
- Why Should Financial Planning Be an Annual Process?
- Attributing Costs to Business Units
- Why Can Financial Planning Be So Contentious?
- Should Engineering Headcount Growth Limit Company Headcount Growth?
- Informing Organizational Structure
- Aligning the Hiring Plan and Recruiting Bandwidth
- Phase 2: Determining Your Functional Portfolio Allocation
- Why Do We Need a Functional Portfolio Allocation?
- Keep the Allocation Fairly Steady
- Be Mindful of Allocation Granularity
- Don't Over-index on Early Results
- Phase 3: Agreeing on the Roadmap
- Roadmapping with Disconnected Planners
- Roadmapping Concrete and Unscoped Work
- Roadmapping in Too Much Detail
- Pitfalls to Avoid
- Planning as Ticking Checkboxes
- Planning as Inefficient Resource Allocator
- Planning as Rewarding Shiny Projects
- Planning as Diminishing Ownership
- Summary
- Chapter 5. Creating Useful Organizational Values
- What Problems Do Values Solve?
- Should Engineering Organizations Have Values?
- What Makes a Value Useful?
- How Are Engineering Values Distinct from a Technology Strategy?
- When and How to Roll Out Values
- Some Values I've Found Useful
- Summary
- Chapter 6. Measuring Engineering Organizations
- Measuring for Yourself
- Measure to Plan
- Measure to Operate
- Measure to Optimize
- Measure to Inspire and Aspire
- Measuring for Stakeholders
- Measure for Your CEO or Your Board
- Measure for Finance
