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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.
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.
I wrote this book because there's so much no one told me about management that I wished I would have known. There's a lot to be purposeful about that many of us learn on the job, and worse: learn on people. This book provides some organization for collaborating with networks of people, working together towards a common purpose.
There seem to be millions of articles and how tos on programming and only a handful of resources on Engineering Management- why? It's very tough to talk about something that involves people processes. People are non-deterministic. Working relationships are nuanced, communication is linked with individual values, motivations, power dynamics, and skills. People also have a range of experiences and emotions that are not consistent day-to-day.
Hopefully, in the happiest, most productive sense.
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. 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.
I'm sharing what I've learned- not so that you follow my concepts exactly, but rather so that you can be thoughtful about your own leadership and needs. The book goes from the macro to the micro- with topics ranging everywhere from feedback to scoping down PRs.
Though the book is meant to address people in management, individual contributors are welcome to read the book as well- perhaps you need to manage up and need some tools to help guide the conversation, perhaps you just want a peek at other concerns within the business- everyone is invited to the conversation.
Drawing from her experience at Google and Meta, Dr. Marily Nika delivers the definitive guide for product managers building AI and GenAI powered products. Packed with smart strategies, actionable tools, and real-world examples, this book breaks down the complex world of AI agents and generative AI products into a playbook for driving innovation to help product leaders bridge the gap between niche AI and GenAI technologies and user pain points. Whether you're already leading product teams or are an aspiring product manager, and regardless of your prior knowledge with AI, this guide will empower you to confidently navigate every stage of the AI product lifecycle.
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.
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.
I wrote this book because there's so much no one told me about management that I wished I would have known. There's a lot to be purposeful about that many of us learn on the job, and worse: learn on people. This book provides some organization for collaborating with networks of people, working together towards a common purpose.
There seem to be millions of articles and how tos on programming and only a handful of resources on Engineering Management- why? It's very tough to talk about something that involves people processes. People are non-deterministic. Working relationships are nuanced, communication is linked with individual values, motivations, power dynamics, and skills. People also have a range of experiences and emotions that are not consistent day-to-day.
Hopefully, in the happiest, most productive sense.
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. 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.
I'm sharing what I've learned- not so that you follow my concepts exactly, but rather so that you can be thoughtful about your own leadership and needs. The book goes from the macro to the micro- with topics ranging everywhere from feedback to scoping down PRs.
Though the book is meant to address people in management, individual contributors are welcome to read the book as well- perhaps you need to manage up and need some tools to help guide the conversation, perhaps you just want a peek at other concerns within the business- everyone is invited to the conversation.
Has o do hablar mucho de Scrum y de todo este mundillo agile. Sabes que funciona, que lo utilizan desde start-ups hasta multinacionales y que lo solicitan incluso en los ltimos concursos p blicos. S , tambi n lo usa tu competencia. Has le do mucho en algunos blogs y p ginas web o has asistido a alguna charla sobre esta metodolog a pero todo esto a n te asusta un poco. Hay mucha palabreja rara y pocas cosas concretas. Si quieres darle sentido a Scrum, ste es tu libro. Intentar explicarte en l, de la forma m s amena posible, la gesti n de proyectos desde un punto de vista pr ctico, evitando toda terminolog a que pudiera sonar extra a a un novato que se acerca por primera vez a Scrum.
El libro se complementa con an cdotas e historias reales obtenidas de la experiencia en decenas de proyectos grandes y peque os para explicar, de forma entretenida, justo lo qu vas a necesitar para entender la filosof a que est detr s de esta metodolog a y atreverte por fin a ponerla en pr ctica en tus proyectos para llevarlos a buen puerto, no solo para tu empresa, sino tambi n para tu cliente, que querr volver a contratarte cuando necesite un Scrum Master para sus proyectos.
Con 'Gesti n pr ctica de proyectos con Scrum' vas a aprender: Acabo de terminar de leer el libro, lo compre ayer D. Estoy inici ndome en las metodolog as giles de desarrollo, en estos momentos soy desarrollador pero con inmensas ganas de emprender. Por este motivo tengo mucho que aprender ( no solo sobre desarrollo y gesti n de proyectos ) y tu libro me ha sido muy til.
-- Mario, lector del libro.
En primer lugar felicitarte por lo ameno y entretenido que me ha resultado leerlo. Me he sentido identificado con el 80% de lo que comentas en el libro. Adem s, he sacado tres grandes conclusiones que me vendr n bien a corto plazo: KISS, Pareto y formas de Estimar. Me ha gustado poder leerlo y lo he podido disfrutar. De nuevo felicitarte por el libro y comentarte que en nuestra empresa seguimos poniendo en pr ctica el SCRUM en nuestro d a a d a.
-- E., lector del libro y asistente a una de mis charlas.
Definitivamente vali la pena invertir tiempo en la lectura de este libro, muy buen material para aquellos que trabajamos en el rea y ni idea tenemos del porque de las juntas. En general, excelente material
-- Armando Rodr guez, lector del libro
Un libro corto, claro y muy til para quienes iniciamos en el mundo de SCRUM, devor el libro en mi vuelo a casa.
-- Arturo S nchez, lector de Amazon M xico
Muy buen libro, es excelente como introducci n a SCRUM, con solo este libro tienes todas las herramientas para aplicarlo y ya depende de cada quien ahondar m s en el tema
-- Ramiro Castaneda, lector de Amazon M xico
Printed in full color.
Faced with a software project of epic proportions? Tired of over-committing and under-delivering? Enter the dojo of the agile samurai, where agile expert Jonathan Rasmusson shows you how to kick-start, execute, and deliver your agile projects. Combining cutting-edge tools with classic agile practices, The Agile Samurai gives you everything you need to deliver something of value every week and make rolling your software into production a non-event.
Get ready to kick some software project butt. By learning the ways of the agile samurai you will discover:
By the end of this book you will know everything you need to set up, execute, and successfully deliver agile projects, and have fun along the way. If you're a project lead, this book gives you the tools to set up and lead your agile project from start to finish. If you are an analyst, programmer, tester, usability designer, or project manager, this book gives you the insight and foundation necessary to become a valuable agile team member.
The Agile Samurai slices away the fluff and theory that make other books less-than-agile. It's packed with best practices, war stories, plenty of humor and hands-on tutorial exercises that will get you doing the right things, the right way.
This book will make a difference.
Looking at the screen of my laptop, I realized that it was full of code that didn't let me understand what it did regarding business logic. From that moment I began to search until I discovered the architecture that decouples the business logic from the frameworks: Hexagonal Architecture, more correctly called Ports & Adapters. From that moment until now, I haven't stopped reading and learning about this pattern.
Recommended by giants like Netflix and Amazon, the Hexagonal or Ports & Adapters architecture simplifies testing, protects against business logic leakage, supports changing technologies in long-running system, and lets you apply Domain Driven Design. In this definitive book on the subject, pattern author Dr. Alistair Cockburn and Juan Manuel Garrido de Paz lay bare all of the intricacies of the pattern, providing sample code and answering your many frequently asked questions.
Product management has become a critical function for modern organizations, from small startups to corporate enterprises. And yet, the day-to-day work of product management remains largely misunderstood. In theory, product managers are high-flying visionaries who build products that people love. In practice, they're hard-working facilitators who bring clarity and focus to their teams.
In this thoroughly revised and expanded edition, Matt LeMay provides real-world guidance for current and aspiring product managers. Updated for the era of remote and hybrid work, this book provides actionable answers to product management's most persistent and confounding questions, starting with: What exactly am I supposed to do all day?
With this book, you'll learn:
Velocity is the most commonly used metric in agile software delivery. It is also perhaps the least effective metrics in agile software delivery. In Escape Velocity, Doc Norton walks the reader through common issues with metrics and how to avoid them, altermative metrics that not only help agile teams perform better, but enable them to continuously improve, and techniques for forecasting that vastly outperform the use of velocity. In a quirky, casual, and information dense style, Doc Norton makes the topic of tracking data entertaining and shows us how to be more effective in the pursuit of excellent software.
Great engineers don't necessarily make great leaders--at least, not without a lot of work. Finding your path to becoming a strong leader is often fraught with challenges. It's not easy to figure out how to be strategic, successful, and considerate while also being firm. Whether you're on the management or individual contributor track, you need to develop strong leadership skills.
This practical book shows you how to become a well-rounded and resilient engineering leader.
Having a great idea or design is not enough to make your software project succeed. If you want stakeholders to buy into your design and teams to collaborate and contribute to the vision, you also need to communicate effectively. In this practical book, author Jacqui Read shows you how to successfully present your architecture and get stakeholders to jump on board.
Misunderstanding and lack of buy-in leads to increasing costs, unmet requirements, and an architecture that is not what you intended. Through constructive examples and patterns, this book shows you how to create documentation and diagrams that actually get the message across to the different audiences you'll face.
This book shows you how to:
Now in its third edition, this classic guide to software requirements engineering has been fully updated with new topics, examples, and guidance. Two leaders in the requirements community have teamed up to deliver a contemporary set of practices covering the full range of requirements development and management activities on software projects.
New chapters are included on specifying data requirements, writing high-quality functional requirements, and requirements reuse. Considerable depth has been added on business requirements, elicitation techniques, and nonfunctional requirements. In addition, new chapters recommend effective requirements practices for various special project situations, including enhancement and replacement, packaged solutions, outsourced, business process automation, analytics and reporting, and embedded and other real-time systems projects.
The popular guide to the project management body of knowledge, now fully updated
Now in its eighth edition, this comprehensive guide to project management has long been considered the standard for both professionals and academics, with nearly 40,000 copies sold in the last three editions Well-known expert Robert Wysocki has added four chapters of new content based on instructor feedback, enhancing the coverage of best-of-breed methods and tools for ensuring project management success.
With enriched case studies, accompanying exercises and solutions on the companion website, and PowerPoint slides for all figures and tables, the book is ideal for instructors and students as well as active project managers.
Effective Project Management, Eighth Edition remains the comprehensive resource for project management practitioners, instructors, and students.
(PMBOK is a registered mark of the Project Management Institute, Inc.)
Software startups make global headlines every day. As technology companies succeed and grow, so do their engineering departments. In your career, you'll may suddenly get the opportunity to lead teams: to become a manager. But this is often uncharted territory. How can you decide whether this career move is right for you? And if you do, what do you need to learn to succeed? Where do you start? How do you know that you're doing it right? What does it even mean? And isn't management a dirty word? This book will share the secrets you need to know to manage engineers successfully.
Going from engineer to manager doesn't have to be intimidating. Engineers can be managers, and fantastic ones at that. Cast aside the rhetoric and focus on practical, hands-on techniques and tools. You'll become an effective and supportive team leader that your staff will look up to.
Start with your transition to being a manager and see how that compares to being an engineer. Learn how to better organize information, feel productive, and delegate, but not micromanage. Discover how to manage your own boss, hire and fire, do performance and salary reviews, and build a great team. You'll also learn the psychology: how to ship while keeping staff happy, coach and mentor, deal with deadline pressure, handle sensitive information, and navigate workplace politics.
Consider your whole department. How can you work with other teams to ensure best practice? How do you help form guilds and committees and communicate effectively? How can you create career tracks for individual contributors and managers? How can you support flexible and remote working? How can you improve diversity in the industry through your own actions? This book will show you how.
Great managers can make the world a better place. Join us.
Most companies developing software employ something they call Agile. But there's widespread misunderstanding of what Agile is and how to use it. If you want to improve your software development team's agility, this comprehensive guidebook's clear, concrete, and detailed guidance explains what to do and why, and when to make trade-offs.
In this thorough update of the classic Agile how-to guide, James Shore provides no-nonsense advice on Agile adoption, planning, development, delivery, and management taken from over two decades of Agile experience. He brings the latest ideas from Extreme Programming, Scrum, Lean, DevOps, and more into a cohesive whole. Learn how to successfully bring Agile development to your team and organization--or discover why Agile might not be for you.
This book explains how to:
Use cases, user stories, and story maps have been circling like comets, competing for the same energy of the same people at the same time. There is something obviously similar about all three but just exactly what isn't obvious. In this ground-breaking book, Dr. Alistair Cockburn, noted expert on all three techniques, co-author of the Agile Manifesto, and author of the definitive work Writing Effective Use Cases, puts them all together, showing how they both complete and complement each other. Cockburn starts by attending to the seven key concepts without which none of them can be written well, and with mastery of which you can move freely between them. From there he breaks down user stories, then use cases, then story maps one by one, in clear and practical terms. Finally, he shows how to move between them, making them more effective in combination. The book contains exercises and drills, making it suitable for self study and classroom teaching.
As you step into senior engineering leadership roles, you need to make an impact, and you need to make it fast. This book will uncover the secrets of what it means to be a successful director of engineering, VP of engineering, or CTO. With a hands-on, practical approach, it will help you understand and develop the skills that you need, ranging from how to manage other managers, to how to define and execute strategy, how to manage yourself and your limited time, and how to navigate your own career journey to your desired destination.
You can become a great engineering leader, the kind that runs a healthy, ambitious, and efficient organization that builds quality products, and this practical guide will provide you with the skills to get there. With this book you'll uncover the tools, techniques, and secrets to being a successful and effective engineering executive.
Starting with the roles and responsibilities of directors, VPs, and CTOs, explore their positions in the org chart and understand how they engage on tactical, operational, and strategic levels to deliver great products at scale. Dive into the tools and techniques that you need to be successful. Understand how to frame and allocate your time, how to play finite and infinite games, how to position and manage senior individual contributors, and how to get the best from your peers, your manager, and your counterparts that you collaborate with in other disciplines. Understand how to communicate at scale and then raise the bar through effective performance management.
Get strategic: define, create, and execute your vision for your organization that stands the test of time. Understand the typical monthly, quarterly, and yearly cycles that companies go through and how to use them to your advantage. Tackle planning and budgets and understand how to make both work for you. Navigate wartime and peacetime successfully by adapting your priorities and leadership style. Plan out your career journey by understanding that it's never, ever a straight line to get to where you want to go.
It's time for us to lift the lid on effective senior leadership.
What You Need:
There are no prerequisites for this book. However, it is aimed at engineering managers, so some experience or interest in management is useful.
This new book from Steve McConnell, author of the software industry classic Code Complete, distills hundreds of companies'-worth of hard-won insights into an easy-to-read guide to the proven, modern Agile practices that work best.
In this comprehensive yet accessible overview for software leaders, Steve McConnell presents an impactful, action-oriented prescription--covering the practical considerations needed to ensure you reap the full benefits of effective Agile:
Whether you are a C-level executive, vice president, director, manager, technical leader, or coach, this no-nonsense reference seamlessly threads together traditional approaches, early Agile approaches, modern Agile approaches, and the principles and context that underlie them all--creating an invaluable resource for you, your teams, and your organization.