Insights from "An Elegant Puzzle" on Engineering Management
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Chapter 1: Key Takeaways from Will Larson's Insights
As I transitioned into the role of an engineering manager, I found immense value in Will Larson's book, "An Elegant Puzzle: Systems of Engineering Management." His perspectives have significantly influenced my approach to management. Larson provides a clear framework that demystifies the complexities of management, presenting actionable systems to guide decisions.
Not every section is immediately applicable to my situation, particularly those relating to managing other managers, but I appreciate the option to revisit those concepts in the future.
1. Understanding Team Size Dynamics
Larson introduces a straightforward method for determining the type of manager you might be based on your team's size:
- "Balanced" manager: 6–8 team members
- "Tech lead" manager: Fewer than 4 reports
- "Coach" manager: More than 8 reports
With five reports, I find myself leaning towards the "tech lead" style, which allows me to engage more with coding and implementation. Conversely, Larson argues that a "coach" manager with over eight direct reports may struggle to maintain effectiveness.
2. Balancing Innovation and Maintenance
This principle resonates with me. Larson emphasizes that teams should take ownership of both innovation—developing new features—and maintenance—ensuring existing systems remain functional. In my experience, companies that segregate these responsibilities often create rifts between teams. I advocate for complete ownership of both aspects within my team.
3. The Four States of Team Performance
Understanding the four states of a team can be crucial for effective management:
- Falling Behind: The team is overwhelmed, and morale dips. Solution: Hire more personnel.
- Treading Water: Essential tasks are completed, but tech debt remains. Solution: Reduce new tasks until tech debt is addressed.
- Repaying Debt: Time is allocated to resolve tech debt, improving morale and enabling more focus on innovation.
- Innovating: Low tech debt allows for new feature development, leading to high morale.
4. The Value of Project Completion
Larson articulates a fundamental truth: value is derived from completed projects. While individual efforts are vital, the business only sees benefits once tasks are finalized. Collaborative efforts can accelerate project completion, and phased releases can also provide incremental value.
5. Developer Productivity System
One of the most insightful diagrams in the book illustrates how to identify and resolve constraints affecting development speed. For instance, our mobile application team faced a bottleneck due to bi-weekly deployments, which led to backlogs. By implementing CodePush for instant deployment of certain features, we aim to enhance our overall velocity.
6. Acting as the Product Manager
In situations where the team lacks dedicated product managers or designers, engineering managers must step in to fill the gaps. This versatility is crucial for maintaining team momentum and success.
7. Crafting Strategies and Visions
Larson emphasizes that strategies and visions should foster alignment within the team. He provides a simple formula:
- Strategy: Develop five design documents, which inform a coherent strategy based on concrete examples.
- Vision: Extrapolate those strategies into a long-term vision, predicting future outcomes.
He stresses that effective strategies should be straightforward and not overly complex.
8. Modeling, Documenting, and Sharing Change
Larson’s approach to implementing change without formal authority is enlightening. By modeling desired behaviors, documenting successful practices, and sharing these insights, engineering managers can drive positive transformations within their organizations.
9. Prioritizing Productivity Over Participation
It's essential to recognize that attending meetings doesn’t equate to adding value. As a manager, I focus on identifying a few impactful decisions daily, which helps me decline less critical commitments.
10. Addressing Internal Relationship Issues
Many conflicts stem from poor communication. By strengthening relationships and improving data flow between individuals or teams, we can align efforts and resolve issues more effectively.
Chapter 2: Essential Resources for Engineering Managers
The first video highlights crucial readings for aspiring engineering managers, emphasizing the importance of foundational knowledge in management.
The second video recommends books tailored for new engineering managers, offering insights that can accelerate their development and effectiveness in the role.