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> this only includes skills up to the "mid"/"just after junior" software dev level Not so sure about this. Usually part of the responsiblity of managers in so

> this only includes skills up to the "mid"/"just after junior" software dev level Not so sure about this. Usually part of the responsiblity of managers in software is making or at least guiding those making the bigger techincal calls that have long term and broad scope impact. These decisons typically benefit from a pretty decent assessment of technical risk, which derives from both a good first principles understanding of a proposal, and probably moreso, lots of first-hand experience of similar things going wrong and right. It's not a coincidence that top level tech management at most big successful software companies have deep technical skills and backgrounds.

tkiolp4 5y ago
Is that true? In the companies I have worked for, the technical risk assessment and everything related to “is this a viable tech solution” is done by senior engineers. Managers barely limit themselves to agree with what senior engineers say.
- Mezzie 5y ago
  Yes, it is. A lot of companies run like you've seen, but that's not how it should be. For instance, if I have to talk to tech people about that aspect of a project I'm working on, if we're talking about technical risk, I should have some different perspectives from a senior engineer that will influence our back and forth. For example, it's common for engineers to switch jobs every year or two and knowing that means I would know to ask questions specifically about what our tech risk would look like if we don't update the stack/tools for the next five years (say if I know the exec team won't fund upgrades or the non-technical parts of the organization are resistant to change). Or if we'd be able to hire engineers to maintain whatever product in 3 years: Is it being taught? Are there enough engineers on the market with this expertise that we could replace someone if necessary? Can we AFFORD to? (Will the execs/HR pay for the expertise if it's a rare skillset?) Etc. And I wouldn't consider myself qualified to manage a team of engineers; I'd expect more skills and insight from people who are genuinely qualified.
  - isbvhodnvemrwvn 5y ago
    In most companies this is something that is delegated to either the team lead or the tech lead (formal or not)

tkiolp4 5y ago

Is that true? In the companies I have worked for, the technical risk assessment and everything related to “is this a viable tech solution” is done by senior engineers. Managers barely limit themselves to agree with what senior engineers say.

Mezzie 5y ago
Yes, it is. A lot of companies run like you've seen, but that's not how it should be. For instance, if I have to talk to tech people about that aspect of a project I'm working on, if we're talking about technical risk, I should have some different perspectives from a senior engineer that will influence our back and forth. For example, it's common for engineers to switch jobs every year or two and knowing that means I would know to ask questions specifically about what our tech risk would look like if we don't update the stack/tools for the next five years (say if I know the exec team won't fund upgrades or the non-technical parts of the organization are resistant to change). Or if we'd be able to hire engineers to maintain whatever product in 3 years: Is it being taught? Are there enough engineers on the market with this expertise that we could replace someone if necessary? Can we AFFORD to? (Will the execs/HR pay for the expertise if it's a rare skillset?) Etc. And I wouldn't consider myself qualified to manage a team of engineers; I'd expect more skills and insight from people who are genuinely qualified.
- isbvhodnvemrwvn 5y ago
  In most companies this is something that is delegated to either the team lead or the tech lead (formal or not)