The Staff Engineer's Path

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Autor:: Tanya Reilly

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Wydawnictwo:: O'Reilly Media (Z chęcią przeczytam książkę w języku polskim)
Ocena:: 6.0/6 Opinie: 1
Stron:: 358
Dostępne formaty:: ePub

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For years, companies have rewarded their most effective engineers with management positions. But treating management as the default path for an engineer with leadership ability doesn't serve the industry well--or the engineer. The staff engineer's path allows engineers to contribute at a high level as role models, driving big projects, determining technical strategy, and raising everyone's skills.

This in-depth book shows you how to understand your role, manage your time, master strategic thinking, and set the standard for technical work. You'll read about how to be a leader without direct authority, how to plan ahead to make the right technical decisions, and how to make everyone around you better, while still growing as an expert in your domain.

By exploring the three pillars of a staff engineer's job, Tanya Reilly, a veteran of the staff engineer track, shows you how to:

Take a broad, strategic view when thinking about your work
Dive into practical tactics for making projects succeed
Determine what "good engineering" means in your organization

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O autorze książki

Tanya Reilly od ponad dwudziestu lat zajmuje się inżynierią oprogramowania. Często pisze o przywództwie technicznym i niezawodności oprogramowania. Jest organizatorką konferencji LeadDev StaffPlus, a także cenioną prelegentką na spotkaniach branżowych.

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Oceny i opinie klientów: The Staff Engineer's Path Tanya Reilly (1) Weryfikacja opinii następuję na podstawie historii zamówień na koncie Użytkownika umieszczającego opinię. Użytkownik mógł otrzymać punkty za opublikowanie opinii uprawniające do uzyskania rabatu w ramach Programu Punktowego.

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Szczegóły książki

ISBN Ebooka:: 978-10-981-1869-3, 9781098118693
Data wydania ebooka :: 2022-09-20 Data wydania ebooka często jest dniem wprowadzenia tytułu do sprzedaży i może nie być równoznaczna z datą wydania książki papierowej. Dodatkowe informacje możesz znaleźć w darmowym fragmencie. Jeśli masz wątpliwości skontaktuj się z nami sklep@helion.pl.
Język publikacji:: 1
Rozmiar pliku ePub:: 7MB
Rozmiar pliku Mobi:: 13.2MB

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Kategorie:
Biznes IT » Zarządzanie projektami IT

Spis treści książki

Foreword
Introduction
- Two Paths
- The Pillars of Staff Engineering
- Part I: The Big Picture
- Part II: Execution
- Part III: Leveling Up
- OReilly Online Learning
- How to Contact Us
- Acknowledgments
I. The Big Picture
1. What Would You Say You Do Here?
- What Even Is a Staff Engineer?
  - Why Do We Need Engineers Who Can See the Big Picture?
  - Why Do We Need Engineers Who Lead Projects That Cross Multiple Teams?
  - Why Do We Need Engineers Who Are a Good Influence?
- Enough Philosophy. Whats My Job?
  - Youre Not a Manager, but You Are a Leader
  - Youre in a Technical Role
  - You Aim to Be Autonomous
  - You Set Technical Direction
  - You Communicate Often and Well
- Understanding Your Role
  - Where in the Organization Do You Sit?
    - Reporting high
    - Reporting low
  - Whats Your Scope?
    - A scope too broad
    - A scope too narrow
  - What Shape Is Your Role?
    - Do you approach things depth-first or breadth-first?
    - Which of the four disciplines do you gravitate toward?
    - How much do you want (or need) to code?
    - Hows your delayed gratification?
    - Are you keeping one foot on the manager track?
    - Do any of these archetypes fit you?
  - Whats Your Primary Focus?
    - Whats important?
    - What needs you?
- Aligning on Scope, Shape, and Primary Focus
  - Is That Your Job?
- To Recap
2. Three Maps
- Uh, Did Anyone Bring a Map?
  - A Locator Map: You Are Here
  - A Topographical Map: Learning the Terrain
  - A Treasure Map: X Marks the Spot
  - Clearing the Fog of War
- The Locator Map: Getting Perspective
  - Seeing Bigger
    - Taking an outsider view
    - Escaping the echo chamber
    - Whats actually important?
    - What do your customers care about?
    - Have your problems been solved before?
- The Topographical Map: Navigating the Terrain
  - Rough Terrain
  - Understanding Your Organization
    - Whats the culture?
      - Secret or open?
      - Oral or written?
      - Top-down or bottom-up?
      - Fast change or deliberate change?
      - Back channels or front doors?
      - Allocated or available?
      - Liquid or crystallized?
    - Power, rules, or mission?
    - Noticing the points of interest
      - Chasms
      - Fortresses
      - Disputed territory
      - Uncrossable deserts
      - Paved roads, shortcuts, and long ways around
  - What Points of Interest Are on Your Map?
    - How are decisions made?
    - Where is the room?
    - Asking to join in
    - The shadow org chart
  - Keeping Your Topographic Map Up to Date
  - If the Terrain Is Still Difficult to Navigate, Be a Bridge
- The Treasure Map: Remind Me Where Were Going?
  - Chasing Shiny Things
  - Taking a Longer View
    - Why are you doing whatever youre doing?
    - Sharing the map
  - If the Treasure Map Is Still Unclear, It Might Be Time to Draw a New One
- Your Personal Journey
- To Recap
3. Creating the Big Picture
- The Scenario: SockMatcher Needs a Plan
- Whats a Vision? Whats a Strategy?
  - Whats a Technical Vision?
  - Whats a Technical Strategy?
    - The diagnosis
    - Guiding policy
    - Coherent actions
  - Do You Really Need Vision and Strategy Documents?
- The Approach
  - Embrace the Boring Ideas
  - Join an Expedition in Progress
  - Get a Sponsor
  - Choose Your Core Group
  - Set Scope
  - Make Sure Its Achievable
  - Make It Official
- The Writing
  - The Writing Loop
    - Initial ideas
      - What documents already exist?
      - What needs to change?
      - Whats great as it is?
      - Whats important?
      - What will Future You wish that Present You had done?
  - Writing
    - Interviews
    - Thinking time
  - Make Decisions
    - Trade-offs
    - Building consensus
    - Not deciding is a decision (just usually not a good one)
    - Show your work
  - Get Aligned and Stay Aligned
    - Be reasonable
    - Nemawashi
    - Work on your story
  - Create the Final Draft
- The Launch
  - Make It Official
  - Keep It Fresh
- Case Study: SockMatcher
  - Approach
    - Why didnt previous attempts work?
    - Sponsorship
    - Other engineers
    - Scope
  - The Writing
    - Diagnosis
    - Guiding policy
    - Actions
  - The Launch
- To Recap
II. Execution
4. Finite Time
- Doing All the Things
- Time
  - Finite Time
  - How Busy Do You Like to Be?
  - projectqueue.pop()?
- Resource Constraints
  - Your Dashboard
    - Energy
    - Quality of life
    - Credibility
    - Social capital
    - Skills
  - E + 2S + ...?
  - Bin packing
- Choosing Projects
  - Evaluating a Project
    - Youre invited to join
    - You ask to join
    - You have an idea
    - The fire alarm goes off
    - Youre claiming a problem
    - Youre invited to join a grassroots effort
    - Someone needs to
    - Youre just meddling
  - What are you signing on for?
  - Questions to Ask Yourself About Projects
    - Energy: How many things are you already doing?
    - Energy: Does this kind of work give or take energy?
    - Energy: Are you procrastinating?
    - Energy: Is this fight worth it?
    - Quality of life: Do you enjoy this work?
    - Quality of life: How do you feel about the projects goals?
    - Credibility: Does this project use your technical skills?
    - Credibility: Does this project show your leadership skills?
    - Social capital: Is this the kind of work that your company and your manager expects at your level?
    - Social capital: Will this work be respected?
    - Social capital: Are you squandering the capital youve built?
    - Skills: Will this project teach you something you want to learn?
    - Skills: Will the people around you raise your game?
  - What If Its the Wrong Project?
    - Do it anyway?
    - Compensate for the project
    - Let others lead
    - Resize the project
    - Just dont do it
  - Examples
    - Example: Speaking at the all-hands meeting
    - Example: Joining an on-call rotation
    - Example: The exciting project you wish you could do
    - Example: I want to want to
  - Defend Your Time
- To Recap
5. Leading Big Projects
- The Life of a Project
- The Start of a Project
  - If Youre Feeling Overwhelmed
    - Create an anchor for yourself
    - Talk to your project sponsor
    - Decide who gets your uncertainty
    - Give yourself a win
    - Use your strengths
  - Building Context
    - Goals
    - Customer needs
    - Success metrics
    - Sponsors, stakeholders, and customers
    - Fixed constraints
    - Risks
    - History
    - Team
  - Giving Your Project Structure
    - Defining roles
    - Recruiting people
    - Agreeing on scope
    - Estimating time
    - Agreeing on logistics
    - Having a kickoff meeting
- Driving the Project
  - Exploring
    - What are the important aspects of the project?
    - What possible approaches can you take?
  - Clarifying
    - Mental models
    - Naming
    - Pictures and graphs
  - Designing
    - Why share designs?
    - RFC templates
    - What goes in an RFC?
      - Context
      - Goals
      - Design
      - Security/privacy/compliance
      - Alternatives considered/prior art
      - Background
      - Trade-offs
      - Risks
      - Dependencies
      - Operations
    - Technical pitfalls
      - Its a brand-new problem (but it isnt)
      - This looks easy!
      - Building for the present
      - Building for the distant, distant future
      - Every user just needs to
      - Well figure out the difficult part later
      - Solving the small problem by making the big problem more difficult
      - Its not really a rewrite (but it is!)
      - But is it operable?
      - Discussing the smallest decisions the most
  - Coding
    - Should you code on the project?
    - Be an exemplar, but not a bottleneck
  - Communicating
    - Talking to each other
    - Sharing status
  - Navigating
- To Recap
6. Why Have We Stopped?
- The Project Isnt MovingShould It Be?
  - Youre Stuck in Traffic
  - Blocked by Another Team
    - Whats going on?
    - Navigating the dependency
      - Understand and explain
      - Make the work easier
      - Get organizational support
      - Make alternative plans
  - Blocked by a Decision
    - Whats going on?
    - Navigating the unmade decision
      - Understand and explain
      - Make the work easier
      - Get organizational support
      - Make alternative plans
  - Blocked by a Single $%@$% Button Click
    - Whats going on?
    - Navigating the unclicked button
      - Understand and explain
      - Make the work easier
      - Get organizational support
      - Make alternative plans
  - Blocked by a Single Person
    - Whats going on?
    - Navigating a colleague who isnt doing the work
      - Understand and explain
      - Make the work easier
      - Get organizational support
  - Blocked by Unassigned Work
    - Whats going on?
    - Navigating the unassigned work
      - Understand and explain
      - Make the work easier
      - Get organizational support
      - Make alternative plans
  - Blocked by a Huge Crowd of People
    - Whats going on?
    - Navigating the half-finished migration
      - Understand and explain
      - Make the work easier
      - Get organizational support
      - Make alternative plans
- Youre Lost
  - You Dont Know Where Youre All Going
    - Whats going on?
    - Choosing a destination
      - Clarify roles
      - Choose a strategy
      - Choose a problem
      - Choose a stakeholder
  - You Dont Know How to Get There
    - Whats going on?
    - Finding the way
      - Articulate the problem
      - Revisit your assumptions
      - Give it time
      - Increase your capacity
      - Look for prior art
      - Learn from other people
      - Try a different angle
      - Start smaller
      - Ask for help
  - You Dont Know Where You Stand
    - Whats going on?
    - Getting back on solid ground
      - Clarify organizational support
      - Clarify roles
      - Ask for what you need
      - Refuel
- You Have ArrivedSomewhere?
  - But Its Code Complete!
    - Whats going on?
    - Making sure the user can catch a Pokémon
      - Define done
      - Be your own user
      - Celebrate landings, not launches
  - Its Done but Nobody Is Using It
    - Whats going on?
    - Selling it
    - Tell people
    - Make it discoverable
  - Its Built on a Shaky Foundation
    - Whats going on?
    - Shoring up the foundations
    - Set a culture of quality
    - Make the foundational work a user story
    - Negotiate for engineer-led time
  - The Project Just Stops Here
    - This is a better place to stop
    - Its not the right journey to take
    - The project has been canceled
    - This is the destination!
- To Recap
III. Leveling Up
7. Youre a Role Model Now (Sorry)
- What Does It Mean to Do a Good Job?
  - Values Are What You Do
  - But I Dont Want to Be a Role Model!
- What Does It Mean to Do a Good Job as a Senior Engineer?
  - Be Competent
  - Know Things
    - Build experience
    - Build domain knowledge
    - Stay up to date
  - Be Self-Aware
    - Admit what you know
    - Admit what you dont know
    - Understand your own context
  - Have High Standards
    - Seek out constructive criticism
    - Own your mistakes
    - Be reliable
  - Be Responsible
  - Take Ownership
    - Make decisions
    - Ask obvious questions
    - Dont delegate through neglect
  - Take Charge
    - Step up in an emergency
    - Ask for more information when everyone is confused
    - Drive meetings
    - If you see something, say something
  - Create Calm
    - Defuse, dont amplify
    - Avoid blame
    - Be consistent
- Remember the Goal
  - Remember Theres a Business
    - Adapt to the situation
    - Be aware that theres a budget
    - Spend resources mindfully
- Remember Theres a User
- Remember Theres a Team
- Look Ahead
  - Anticipate What Youll Wish Youd Done
    - Telegraph whats coming
    - Tidy up
    - Keep your tools sharp
    - Create institutional memory
  - Expect Failure
  - Optimize for Maintenance, Not Creation
    - Make it understandable
    - Keep it simple
    - Build to decommission
  - Create Future Leaders
- To Recap
8. Good Influence at Scale
- Good Influence
  - Scaling Your Good Influence
- Advice
  - Individual Advice
    - Mentorship
    - Answering questions
    - Feedback
    - Peer reviews
  - Scaling Your Advice to a Group
    - Being a Catalyst
- Teaching
  - Individual Teaching
    - Unlocking a topic
    - Pairing, shadowing, and reverse shadowing
    - Code and design review
      - Understand the assignment
      - Explain why as well as what
      - Give an example of what would be better
      - Be clear about what matters
      - Choose your battles
      - If you mean yes, say yes
    - Coaching
      - Asking open questions
      - Active listening
      - Making space
  - Scaling Your Teaching to a Group
  - Being a Catalyst
- Guardrails
  - Individual Guardrails
    - Code, design, and change review
    - Project guardrails
  - Scaling Your Guardrails to a Group
    - Processes
    - Written decisions
      - Style guides
      - Paved roads
      - Policies
      - Technical vision and strategy
    - Robots and reminders
      - Automated reminders
      - Linters
      - Search
      - Templates
      - Config checkers and presubmits
  - Being a Catalyst
    - Solve a real problem
    - Choose your battles
    - Offer support
    - Find allies
- Opportunity
  - Individual Opportunities
    - Delegation
    - Sponsorship
    - Connecting people
  - Scaling Your Opportunities to a Group
    - Share the spotlight
  - Being a Catalyst
- To Recap
9. Whats Next?
- Your Career
  - Whats Important to You?
  - Where Are You Going?
  - What Do You Need to Invest In?
    - Building skills
    - Building a network
    - Building visibility
    - Choosing roles and projects deliberately
- Your Current Role
  - Five Metrics to Keep an Eye On
  - Can You Get What You Want from Your Role?
  - Should You Change Jobs?
    - Reasons to stay in the same role or company
    - Reasons to move
- Paths from Here
  - Keep Doing What Youre Doing
  - Work Toward Promotion
  - Work Less
  - Change Teams
  - Build a New Specialty
  - Explore
  - Take a Management Role
  - Take on Reports for the First Time
  - Find or Invent Your Own Niche
  - Do the Same Job for a Different Employer
  - Change Employers and Go Up a Level
  - Change Employers and Go Down a Level
  - Set Up Your Own Startup
  - Go Independent
  - Change Careers
  - Prepare to Reset
- Your Choices Matter
- To Recap
Index