Engineering Manager
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Engineering Manager's Handbook
A comprehensive guide to engineering management packed with tips, tricks, and techniques to drive results Key Features Acquire the necessary skills to manage engineers across various settings Gain valuable insights into engineering leadership, people management, and driving organizational change Discover pitfalls to avoid as a new engineering manager and understand their causation Purchase of the print or Kindle book includes a free PDF eBook Book DescriptionDelightful and customer-centric digital products have become an expectation in the world of business. Engineering managers are uniquely positioned to impact the success of these products and the software systems that power them. Skillful managers guide their teams and companies to develop functional and maintainable systems. This book helps you find your footing as an engineering manager, develop your leadership style, balance your time between engineering and managing, build successful engineering teams in different settings, and work within constraints without sacrificing technical standards or team empathy. You’ll learn practical techniques for establishing trust, developing beneficial habits, and creating a cohesive and high-performing engineering team. You’ll discover effective strategies to guide and contribute to your team’s efforts, facilitating productivity and collaboration. By the end of this book, you’ll have the tools and knowledge necessary to thrive as an engineering manager. Whether you’re just starting out in your role or seeking to enhance your leadership capabilities, this handbook will empower you to make a lasting impact and drive success in your organization.What you will learn Pitfalls common to new managers and how to avoid them Ways to establish trust and authority Methods and tools for building world-class engineering teams Behaviors to build and maintain a great reputation as a leader Mechanisms to avoid costly missteps that end up requiring re-work Strategies to increase employee retention on your team Techniques to facilitate better product outcomes Who this book is forThis book is a valuable resource for software engineers and developers transitioning into engineering management roles, equipping you with best practices and insights to navigate the new responsibilities effectively. Whether you're a newly promoted engineering manager or an experienced one seeking immediate answers to challenges, this comprehensive and up-to-date guide provides the support you need. Familiarity with the software development lifecycle, including concepts like version control, code review, and deployment, is required.
97 Things Every Engineering Manager Should Know
Tap into the wisdom of experts to learn what every engineering manager should know. With 97 short and extremely useful tips for engineering managers, you'll discover new approaches to old problems, pick up road-tested best practices, and hone your management skills through sound advice. Managing people is hard, and the industry as a whole is bad at it. Many managers lack the experience, training, tools, texts, and frameworks to do it well. From mentoring interns to working in senior management, this book will take you through the stages of management and provide actionable advice on how to approach the obstacles you’ll encounter as a technical manager. A few of the 97 things you should know: "Three Ways to Be the Manager Your Report Needs" by Duretti Hirpa "The First Two Questions to Ask When Your Team Is Struggling" by Cate Huston "Fire Them!" by Mike Fisher "The 5 Whys of Organizational Design" by Kellan Elliott-McCrea "Career Conversations" by Raquel Vélez "Using 6-Page Documents to Close Decisions" by Ian Nowland "Ground Rules in Meetings" by Lara Hogan
Engineering Manager
Although the book emphasizes Electronic Management the text may be valuable to all engineering managers. Before I prepared this book I discovered there was no formal training or written material to create new Engineering Managers in industry. Generally, when an engineer is promoted from within a company, he's given no prior instructions on how to manage his new organization. This happened to me when I was promoted to manager a very sophisticated Electronic Design Department with no prior training. I was told, "You're now the Manager of the Avionics Design Department responsible for designing electronic black boxes for Lockheed's aircraft." Designing electronics is one thing, but managing a large group of engineers who have as much experience as I have was not an easy task. It was no longer just technical ability and experience that allowed me to be the design leader but now I had to deal with personalities. Not only did I have to monitor the designs but I also had to be concerned with budgets, schedules, deliveries, purchasing, meetings, etc. This book provides a different approach on a subject that has not been fully documented or thoroughly explained before. The method used here covers all aspects of Engineering Management mainly from an experienced point of view. Over the forty years in the electronic design business I have learned many management techniques, and by combining these experiences with my own ideas I believe I have created the ideal text that can be used to teach any engineer to become an Engineering Manager. The book may be used by companies to assist upper-management to monitor their programs and to train potential supervisors in the basic art of managing a department. It can be used as a guide by the graduating student or for the entrepreneur who is interested in starting up a new company. As I mentioned, this comprehensive book can be used by all types of engineers and not exclusively in the field of electronics. The principles are basically the same. The military will find the information in this book an ideal text to train their personnel on how to monitor military programs and will help them in the process of selecting vendors and evaluating quotations. Chapter I covers what I consider to be the proper structure of a design team. It consists of the Electronic Design Manager (EDM), Electronic Engineers, System Engineers, Mechanical Engineers, Software Engineers, Printed Circuit Engineers, and Technicians. I thoroughly explain the responsibilities of each of these positions. To illustrate the management design structure I walk the reader through the design procedure of an example black box step by step. I discuss the complete electronic design approach and its mechanical enclosure. I then introduce a unique budget tracking system showing man-hours spread charts that will assist the EDM to monitor all of his programs. Chapter II covers the support organizations that are needed to make up the structure of a complete engineering company. It explains the relationship these organizations have with the EDM design team and with the Engineering Project Manager (EPM). Examples of some of these support organizations are Reliability, Maintainability, etc. Chapter III covers the classical company structures of upper-management. It explains the different types of organizations such as Matrix and Projectize. It provides a complete Organizational Interface Chart and explains their relationship with upper-management. This chapter goes into explaining the duties of a Program Manager (PM) and the Engineering Project Manager and how they interface with
