Leading Effective Engineering Teams - Helion
ebook
Autor: Addy OsmaniISBN: 9781098148201
stron: 278, Format: ebook
Data wydania: 2024-06-11
Księgarnia: Helion
Cena książki: 126,65 zł (poprzednio: 147,27 zł)
Oszczędzasz: 14% (-20,62 zł)
In this insightful and comprehensive guide, Addy Osmani shares more than a decade of experience working on the Chrome team at Google, uncovering secrets to engineering effectiveness, efficiency, and team success. Engineers and engineering leaders looking to scale their effectiveness and drive transformative results within their teams and organizations will learn the essential principles, tips, and frameworks for building highly effective engineering teams.
Osmani presents best practices and proven strategies that foster engineering excellence in organizations of all sizes. Through practical advice and real-world examples, Leading Effective Engineering Teams empowers you to create a thriving engineering culture where individuals and teams can excel. Unlock the full potential of your engineering team and achieve unparalleled success by harnessing the power of trust, commitment, and accountability.
With this book, you'll discover:
- The essential traits for engineering effectiveness and the pitfalls to avoid
- How to cultivate trust, commitment, and accountability within your team
- Strategies to minimize friction, optimize career growth, and deliver maximum value
- The dynamics of highly successful engineering teams and how to replicate their achievements
- How to implement a systems thinking approach for everyday problem-solving and decision-making
- Self-advocacy techniques to enhance your team's visibility and recognition within the organization
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Spis treści
Leading Effective Engineering Teams eBook -- spis treści
- Foreword
- Preface
- OReilly Online Learning
- How to Contact Us
- Acknowledgments
- 1. What Makes a Software Engineering Team Effective?
- Research on What Makes Teams Effective
- Project Aristotle
- Other Research
- Motivation Drives Performance
- Building an Effective Team
- Assemble the Right People
- Hiring and interviewing for effectiveness
- Size
- Shared engineers mindset
- Cares about the user.
- Is a good problem solver.
- Can keep things simple but cares about quality.
- Can build trust over time.
- Understand team strategy.
- Can prioritize appropriately and execute independently.
- Can think long term.
- Can leave software projects in better shape (if time allows).
- Is comfortable taking on new challenges.
- Can communicate effectively.
- Diversity and inclusion
- Enable a Sense of Team Spirit
- Define roles and responsibilities
- Establish a shared purpose
- Foster trust among team members
- Lead Effectively
- Responsibilities of effective leaders
- Strategic visibility
- Sustain Effectiveness (A Growth Culture)
- Learning and development opportunities
- Agility
- Continuous improvement
- Assemble the Right People
- Conclusion
- Research on What Makes Teams Effective
- 2. Efficiency Versus Effectiveness Versus Productivity
- The Differences Between Efficiency, Effectiveness, and Productivity
- Goals
- Measurement
- Influencing Factors
- Output Versus Outcome
- Measuring Outputs and Outcomes
- Focusing on Outcomes over Outputs
- Effective Efficiency
- Effective Efficiency for Beginners
- Managing Trade-offs
- Redefining Team Productivity
- Balancing Effectiveness and Efficiency
- Everyday Tips for Becoming Effectively Efficient
- Conclusion
- The Differences Between Efficiency, Effectiveness, and Productivity
- 3. The 3 Es Model of Effective Engineering
- Enable
- Define Effectiveness for Your Business Type and Team Size
- Initialize Effectiveness
- Empower teams to shape standards
- Promote critical skills
- Practice servant leadership
- Empower
- Feed Opportunities, Starve Problems
- Strive for Individual Effectiveness
- Follow Team Effectiveness Models
- Lencionis model
- Tuckmans model
- Multiply Effectiveness
- Identify High-Leverage Activities
- Lessons from Google
- Expand
- Leadership Challenges
- The Three Always of Leadership
- Always be deciding
- Always be leaving
- Always be scaling
- Conclusion
- Enable
- 4. Effective Management Behaviors: Research from Google
- Project Oxygen
- A Brief History
- Research Process
- Behaviors of High-Performing Managers
- Is a good coach
- Empowers team without micromanaging
- Creates an inclusive team environment, showing concern for success and well-being
- Is productive and results oriented
- Is a good communicatorlistens and shares information
- Supports career development and discusses performance
- Has a clear vision/strategy for the team
- Has key technical skills to help advise the team
- Is a strong decision maker
- Collaborates across the company
- Outcomes
- Leveraging Project Oxygens Findings
- Project Aristotle
- Psychological Safety
- Dependability
- Structure and Clarity
- Objectives and key results (OKRs)
- RACI matrix
- Meaning
- Impact
- Outcomes
- Leveraging Project Aristotles Findings
- Conclusion
- Project Oxygen
- 5. Common Effectiveness Antipatterns
- Antipatterns Categorization
- Individual Antipatterns
- The Specialist
- The Generalist
- The Hoarder
- The Relentless Guide
- The Trivial Tweaker
- Practice-Related Antipatterns
- Last-Minute Heroics
- PR Process Irregularities
- Protracted Refactoring
- Retrospective Negligence
- Structural Antipatterns
- Isolated Clusters
- Knowledge Bottlenecks
- Leadership Antipatterns
- Micromanagement
- Scope Mismanagement
- Planning Overkill
- Skeptical Leadership
- Passive Leadership
- Underappreciation
- Conclusion
- 6. Effective Managers
- From Engineering to Management
- Getting Started
- Defining a Strategy
- Managing Your Time
- Planning
- Execution
- Assessment
- Understanding and Setting Expectations
- What Results Are Expected from Me?
- What Results Do I Expect from Team Members?
- Communication Essentials
- Team Meetings
- One-on-Ones
- Messaging
- Nonverbal Communication
- People Management
- Hiring
- Performance Evaluation
- Attrition Management
- Mentorship and Coaching
- Managing Challenging Projects
- Managing Team Dynamics
- Individual Idiosyncrasies and Diverse Teams
- Remote Teams
- Conflict Resolution
- Enabling Mastery and Growth
- Harnessing Downtime for Growth
- Empowering Growth amid High-Workload Periods
- Networking Essentials
- Conclusion
- 7. Becoming an Effective Leader
- Effective Leaders Versus Effective Managers
- Leadership Roles
- Technical Lead
- Engineering Manager
- Tech Lead Manager (TLM)
- Assessing Your Leadership Skills
- Critical Traits
- Technical expertise
- Agility
- Communication
- Improve your leadership skills
- Desirable Leadership Traits
- Self-motivation
- Drive
- Integrity
- Fairness
- Humility
- Courage
- Accountability
- Influence
- Caring for others
- Self-awareness
- Critical Traits
- Leading Effectively
- Leadership Style
- Choosing a leadership style
- Combining different styles
- Environment-based leadership
- Startup leadership: Empowering innovation.
- Enterprise leadership: Bridging business and technology.
- Strategizing
- Visualizing the future
- Defining a strategic roadmap
- Immersive strategic thinking
- Ruthless prioritization
- Playing the Part
- Relentless communication
- Structuring for innovation
- Psychological safety
- Leading diverse teams
- Identifying potential and developing capability
- Balancing technical expertise with leadership skills
- Mastering the Attitude
- Trust and autonomy
- Modeling behaviors
- Making decisions with conviction
- Data-driven leadership
- Adapting to change
- Evolving effectiveness into efficiency
- Leadership Style
- Conclusion
- Index