The position is a senior management role, who will be the overall administrative and technical lead of teams of software engineers specializing in web, front-end and mobile development. It is a research backed fact that the most efficient and happiest software engineering teams are those with managers that can do what the developers do. That said, although the primary role is to develop strategic and tactical roadmaps, establishment of highly optimal operating procedures, hiring and team building, hands-on experience is a must and possible involvement is expected. The position is also key for bridging the gap of stakeholder expectations and reality. Together with the creative managers, product managers and scrum master, streamline the throughput of the organization that results to visible internal and external performance metrics aimed at true assistance to the clients they serve in the internet of things space.
Mahendra Nath mahendranath
#Tech Leadership This is meant to be a collection of articles, resources, and links for those in technical leadership or engineering management roles. It's intended that the global community of engineering leaders contribute resources here for one another's benefit.
###Adding Resources Please submit a pull request with the link added to this README, in Markdown syntax, alphabetized in the appropriate category. If your resource doesn't fit into a category, feel free to include a new one in your request. When possible, include the author's Twitter or LinkedIn link. Feel free to add your own name as the recommender.
##Articles - Tech Leadership Specific
A read/watch list re: growing as a software developer/engineer. If there aren't any sub-bullets, I probably haven't vetted the link beyond the title.
- The Engineer/Manager Pendulum – charity.wtf
- How to Support Early Career Developers - Black Girl Bytes (via Jon K. from Boston Python)
- Recognize that your responsibility is to teach
- Create room for growth
- Lose the ego
| Level | YoE | Theme | Scope | Note |
|---|---|---|---|---|
| 59,60 / E3 | entry level, 0 - 3 | Effective learner, integrate into teams | task - should clarify deliverable and expectation and complete tasks indendently or with some support | demostrate effective learning strategy, learn core skills (programming language, etc.), effectively taking directions, well integrated into a team. This level is typically subject to "up or out", progression into the next level is expected. |
| 61,62 / E4 | 2 - 9 | Independent contributor, deliver a feature end to end | feature - understand and can indendently complete all work necessary for shipping a feature | demostrate full understanding of the many processes and skills necessary to deliver a feature to customers. This level is often subject to "up or out", progression into the next level is strongly encouraged. |
| 63,64 / E5 | cruising level, 4 - 15+ | Exemplify excellence, emergent leader | product - have broad understanding across many / most feature areas |
These are the Kickstarter Engineering and Data role definitions for both teams.
While, in theory, product managers are judged on the success of the products they work on, in practice, large companies also judge product managers on their ability to manage all the people and departments that have a stake in a product's outcome.
At software companies that aren't as enlightened as Google, product managers