The Art & Science of Managing the Engineer
This book is meant to help the many engineers who are thrust into an engineering management position with little or no training. The book will cover everything from “where to start” on your first day to the management process, which is a feedback process designed to manage the engineer. Finally, we will cover the “Art” of managing engineers, which will address many of the difficulties you will face in your job and end up with how to transform yourself from a great engineering manager to a leader and earn the respect of your team. The book is organized into seven chapters. It starts with a description of “what” really is an engineering manager. It addresses the roles and goals of the engineering manager and covers a few simple rules that are humorous but will serve you well. Next, the book goes into where to start. Many engineers are put into a management position after they have been with a team long enough or their boss has moved on. They have little or no training on what to do and will often mimic their boss’s behavior, which can be good or bad, depending on the boss that they had. Following this, the book goes into the Science of Engineering management. This is a process designed to manage the day to day activites of the engineer. Then, the book describes what I call the “Art” of the engineering manager. How to deal with the unique characteristics of many engineers as engineers in general can be very opinionated and difficult to manage. Finally, the book will address how to transform yourself from just managing the team, to becoming a leader and how to earn the respect of your team.
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Action Items antenna Assess the Situation basic budget candidate chapter coach Commit Date common sense David Toms decisions delivering the review Develop doesn’t effective leader emails employee Eng Manager engineering manager engineering team evaluation example final thought Gantt chart give grade level improve interview team issues Jane West Jerry Jones Joe Washington John Doe junior engineer lead leadership line manager listen look Management by Objective Management by Walking management process managing an engineering managing engineers Marty Schwartz MBOs Mentoring meritocracy metrics Michael Moore Obtain Buy-in overall Owner Due Phase Lock Loop Pre-Madonna problem Project Manager Project X providing feedback Review Period Rick role rules of management set goals simple rules skills Software team solve someone spreadsheets Status 10 mins sure tasks team members usually vision weeks