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At larger orgs I've found engineering managers to basically just be localized HR representatives - there to handle disputes and escalate as needed. They also so

by vrosas 3y ago

At larger orgs I've found engineering managers to basically just be localized HR representatives - there to handle disputes and escalate as needed. They also sometimes act as mediocre project/product managers as needed. Anyone who had any talent as an engineer was... still an engineer.

OldGuyInTheClub 3y ago
Especially true in matrixed orgs where one set of managers just supplies bodies to projects and "owns" some process that projects have to follow.
- DoingIsLearning 3y ago
  Ah yes PMO! The concept that a technical PM can pick up any project in any problem domain is deeply flawed. The amount of time wasted trying to explain things in manageable chunks is absolutely non-negligible.
  - OldGuyInTheClub 3y ago
    In my industry, I've found that people with serious technical chops can figure things out and get things done in new areas, even as managers. The problem is with those who get onto the management track double-quick and replace any technical books they have with rah-rah management theories. They seek out management roles, get them, and then depend on others to do the hard thinking and tough trades. It is a point of pride to them to say, "I have people that do that for me" even if they have done Masters or Doctorate level technical work at some point.
    - soco 3y ago
      On the other hand, there's also the impact you can do higher up is much bigger. To answer on another comment, at this point the ideas don't have to be yours anymore, and it's good so. But your experience and your position will be able to filter them, merge or spread, thus impacting the entire multi-team environment in a positive way (of course, otherwise why are you there at all). And yes others will actually do it, but you should get and keep the good understanding on the what and why for every one of those pieces. Maybe that's more "architect" than "manager" though, so possibly I'm fighting the wrong debate here...

by vrosas 3y ago

OldGuyInTheClub 3y ago

Especially true in matrixed orgs where one set of managers just supplies bodies to projects and "owns" some process that projects have to follow.

DoingIsLearning 3y ago
Ah yes PMO! The concept that a technical PM can pick up any project in any problem domain is deeply flawed. The amount of time wasted trying to explain things in manageable chunks is absolutely non-negligible.
- OldGuyInTheClub 3y ago
  In my industry, I've found that people with serious technical chops can figure things out and get things done in new areas, even as managers. The problem is with those who get onto the management track double-quick and replace any technical books they have with rah-rah management theories. They seek out management roles, get them, and then depend on others to do the hard thinking and tough trades. It is a point of pride to them to say, "I have people that do that for me" even if they have done Masters or Doctorate level technical work at some point.
  - soco 3y ago
    On the other hand, there's also the impact you can do higher up is much bigger. To answer on another comment, at this point the ideas don't have to be yours anymore, and it's good so. But your experience and your position will be able to filter them, merge or spread, thus impacting the entire multi-team environment in a positive way (of course, otherwise why are you there at all). And yes others will actually do it, but you should get and keep the good understanding on the what and why for every one of those pieces. Maybe that's more "architect" than "manager" though, so possibly I'm fighting the wrong debate here...