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Christian McCarrick
CTO, iMatchative
MANAGING
ENGINEERING
TEAMS
OR - “THE CARE AND FEEDING
OF SOFTWARE ENGINEERS”
2
WELCOME TO
GENERAL
ASSEMBLY.
3INTRODUCTIONS
INTRODUCTIONS
HI I’M
CHRISTIAN
4
‣ Currently lead Engineering & Product Management at iMatchative
‣ Founded 2 startups: Hosting.com & ParkingCarma
‣ Led te...
‣ What is an Engineering Manager?
‣ Skills
‣ Managing - The HR Basics
‣ Hiring
‣ Firing
‣ Being a Good People Manager
‣ Be...
‣ Understanding of the engineering manager role
‣ Structure for proper and effective one-on-one meetings
‣ How to set goal...
MANAGING ENGINEERING TEAMS
LET’S GET
STARTED
8
MANAGING ENGINEERING TEAMS
TOP REASON
EMPLOYEES
QUIT?
9
MANAGING ENGINEERING TEAMS
YOU!
10
A Gallup poll of more 1 million employed U.S.
workers concluded that the No. 1 reason people
quit their jobs is a bad boss...
MANAGING ENGINEERING TEAMS
WHAT MAKES A
GOOD
ENGINEERING
MANAGER?
12
WHAT MAKES A GOOD ENGINEERING
MANAGER
1. Amazing People Manager
2. Business-minded Strategist
3. Flawless Project Manager
...
WHAT MAKES A GOOD ENGINEERING
MANAGER
14
BASICALLY BEING A
MODERN
RENAISSANCE
MAN/WOMAN
WHAT MAKES A GOOD ENGINEERING
MANAGER
1. Be a good coach.
2. Empower; don't micromanage.
3. Be interested in direct report...
THE MOST
IMPORTANT PART
OF YOUR JOB IS
SETTING THE
TEAM UP FOR
SUCCESS.
MANAGING ENGINEERING TEAMS
HR BASICS
17
YOU MUST
PROMOTE A SAFE
WORKING
ENVIRONMENT
HR BASICS
1. You must enforce a zero tolerance policy on any disrespectful behavior. No Exceptions!
2. As a manager, the t...
HR BASICS
1. Have difficult conversations as soon as possible. Waiting will only make a bad situation worse.
2. People wil...
MANAGING ENGINEERING TEAMS
HIRING
21
HR BASICS 22
YOU’RE THE ONE WHO MAKES
HIRING AND
FIRING DECISIONS. EVERYTHING
THAT
HAPPENS ON YOUR TEAM IS
YOUR RESPONSIBI...
HIRING - RECRUITING 23
RECRUITING
“Culture is to recruiting as product is to marketing”
- Dharmesh Shah
Managing an Engineering Team
NUMBER ONE
SOURCE OF TOP
CANDIDATES IS
REFERRALS
HIRING - RECRUITING 26
1. Be an expert
a. Stack Overflow
b. Quora
2. Engineering Blog
3. Give Talks / Meetups
4. Hackathon...
HIRING - RECRUITING 27
HIRING - RECRUITING
Required Skills:
• Proficient in Mac-based Photoshop, ImageReady/Fireworks, Illustrator and
Dreamweave...
HIRING - RECRUITING
You
• Love seeing the world through someone else’s eyes and building an interface that fits their
ment...
HIRING - RECRUITING
1. First impressions count!
- Do not be late for a phone screen or interview
- Make sure to have someo...
HIRING - INTERVIEWING 31
INTERVIEWING
HIRING - INTERVIEWING 32
HIRE FOR CULTURE FIRST
ABILITY TO SOLVE PROBLEMS
SECOND
AND SPECIFIC SKILLS THIRD
33
NO BRAIN
TEASERS!
HIRING - INTERVIEWING
- Make the candidate feel comfortable.
- Have an interview plan for each open position.
- Make sure ...
HIRING - INTERVIEWING
- Are you a US Citizen? - instead ask if they are legally allowed to work in the US
- What religion ...
HIRING - MAKING AN OFFER 37
MAKING AN OFFER
HIRING - MAKING AN OFFER
1. Do the work upfront - Have a compensation range (stock, equity, bonus, etc.) for the job
estab...
HIRING - MAKING AN OFFER
- Male candidates almost always tend to negotiate for their offer
- Female candidates are much le...
NO EXPLODING
OFFERS
MANAGING ENGINEERING TEAMS
BREAK
41
HIRING - ON-BOARDING 42
ON-BOARDING
HIRING - ON-BOARDING 43
Don’t let this happen!
HIRING - ON-BOARDING
- Include all needed confidentiality forms attached to the offer letter.
- Have all of their accounts...
MANAGING ENGINEERING TEAMS
TERMINATION
(FIRING)
45
FIRING 46
CALIFORNIA IS AN AT WILL
EMPLOYMENT STATE BUT….
FIRING 47
ILLEGAL REASONS
. in harassment based on or discrimination against your “race, religious creed, color,
national ...
FIRING 48
LEGAL ISSUES
- Please talk to your HR and or legal department prior to letting any employee go.
- Good documenta...
FIRING 49
REASONS
- There are three main types of termination:
- For cause
- Not for cause
- Layoff
- Each type has its ow...
FIRING 50
REMEDIATION
- Performance plans
- Give feedback early and often
- The employee should not be surprised unless it...
FIRING 51
HOW TO DO IT
The direct manager should always be the one to tell the employee!
- A second person should also alw...
FIRING 52
DON’T BE THIS GUY
MANAGING ENGINEERING TEAMS
PEOPLE
MANAGEMENT
53
PEOPLE MANAGEMENT 54
GOALS
HOW MANY PEOPLE
HERE KNOW THEIR
TOP GOALS FOR THE
NEXT 90 DAYS?
PEOPLE MANAGEMENT 55
GOALS
- Set both team and individual goals
- Make sure the goals are aligned with the company strateg...
PEOPLE MANAGEMENT 56
ONE-ON-ONES
MOST
IMPORTANT
SECTION OF THE
WORKSHOP!
“Generally, people who think one-on-one
meetings are a bad idea have been victims of
poorly designed one-on-one meetings.”...
PEOPLE MANAGEMENT - ONE-ON-
ONES
59
SAME DAY AND TIME
ALWAYS DO IT
30 MINUTES AT LEAST
HOW ARE YOU
DOING?
PEOPLE MANAGEMENT - ONE-ON-
ONES
1. They are NOT a status update or project meeting. Use stand-ups and weekly emails for t...
PEOPLE MANAGEMENT - ONE-ON-
ONES
62
PEOPLE MANAGEMENT - ONE-ON-
ONES
63
⌚
FIRST PERSON: 10
MIN
SECOND PERSON:
10 MIN
1. Take turns being the employee and the
...
MANAGING ENGINEERING TEAMS
BREAK
64
MANAGING ENGINEERING TEAMS
PROJECT
MANAGEMENT
65
PROJECT MANAGEMENT 66
PROJECT MANAGEMENT
MANAGEMENT LESSONS
‣ DO:
‣ Communicate the most important issues / tasks for your team
‣ Know what ever...
PROJECT MANAGEMENT
BE A SH!T UMBRELLA FOR YOUR
TEAM
‣ Keep all distractions at bay
‣ Your job is to maximize the
time they...
PROJECT MANAGEMENT
COMMUNICATION
‣ Agile project management tools (JIRA, Pivotal, Trello, Asana)
‣ Internal wiki (Atlassia...
PROJECT MANAGEMENT
EMPLOYEE MOTIVATION
‣ Ideas?
70
PROJECT MANAGEMENT
EMPLOYEE MOTIVATION
71
PROJECT MANAGEMENT
EMPLOYEE MOTIVATION
72
PROJECT MANAGEMENT
EMPLOYEE MOTIVATION - WHAT
MATTERS
‣ Autonomy
‣ Mastery
‣ Purpose
73
MANAGING ENGINEERING TEAMS
HOW TO WORK
WITH YOUR
BOSS
74
HOW TO WORK WITH YOUR BOSS
- Over communicate. Your boss should never have to ask you status
- Require your team to give y...
MANAGING ENGINEERING TEAMS
REAL
SCENARIOS
76
REAL SCENARIOS 77
MANAGING ENGINEERING TEAMS
RESOURCES
78
RESOURCES 79
RESOURCES
- http://popforms.com
- http://atlassian.com
- http://greenhouse.io
- http://leadingsnowflakes.com
- http://15fi...
MANAGING ENGINEERING TEAMS 81
- Engineering excellence.
- Bias towards action.
- Superior teaching skills.
- Passion and e...
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Managing Engineering Teams

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Slides from my workshop at General Assembly.

Being a good engineer does not prepare you for being a good manager. In fact, it isn’t just a promotion – it is almost a completely new job. By the end of the session, each participant will have the tools needed to begin their engineering management career.

This workshop will cover at a high-level, most of the hard and soft aspects of managing an engineering team.
We will help you navigate the HR landmines and help you properly hire and (if needed) fire employees.
Learn how to motivate employees, delegate work, set proper goals and deliver successful software projects.
Participants will work collaboratively via role playing situations and solving real world challenges.

Takeaways

Learn how to:
Effectively communicate with other managers and teams in the company
Structure for proper and effective employee one-on-one meetings
Set goals and drive team direction
Navigate managing previous peers
Hire, fire, review and other HR requirements.

(These slides were converted from Keynote, please excuse some formatting issues)

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Managing Engineering Teams

  1. 1. Christian McCarrick CTO, iMatchative MANAGING ENGINEERING TEAMS
  2. 2. OR - “THE CARE AND FEEDING OF SOFTWARE ENGINEERS” 2
  3. 3. WELCOME TO GENERAL ASSEMBLY. 3INTRODUCTIONS
  4. 4. INTRODUCTIONS HI I’M CHRISTIAN 4
  5. 5. ‣ Currently lead Engineering & Product Management at iMatchative ‣ Founded 2 startups: Hosting.com & ParkingCarma ‣ Led teams from 1 - 60 people ‣ Worked at 4 companies that were acquired ‣ Focus on Enterprise SaaS technology and products CHRISTIAN MCCARRICK CTO, IMATCHATIVE 5
  6. 6. ‣ What is an Engineering Manager? ‣ Skills ‣ Managing - The HR Basics ‣ Hiring ‣ Firing ‣ Being a Good People Manager ‣ Being a Good Project Manager ‣ Strategies for Working with your Boss ‣ Student Scenarios AGENDA 6
  7. 7. ‣ Understanding of the engineering manager role ‣ Structure for proper and effective one-on-one meetings ‣ How to set goals and team direction ‣ Hiring, firing, reviews and other HR requirements KEY TAKEAWAYS 7
  8. 8. MANAGING ENGINEERING TEAMS LET’S GET STARTED 8
  9. 9. MANAGING ENGINEERING TEAMS TOP REASON EMPLOYEES QUIT? 9
  10. 10. MANAGING ENGINEERING TEAMS YOU! 10
  11. 11. A Gallup poll of more 1 million employed U.S. workers concluded that the No. 1 reason people quit their jobs is a bad boss or immediate supervisor. Managing an Engineering Team
  12. 12. MANAGING ENGINEERING TEAMS WHAT MAKES A GOOD ENGINEERING MANAGER? 12
  13. 13. WHAT MAKES A GOOD ENGINEERING MANAGER 1. Amazing People Manager 2. Business-minded Strategist 3. Flawless Project Manager 4. Talented Technologist List compiled by Kate Matsudaira (http://katemats.com) 13 MAIN RESPONSIBILITIES:
  14. 14. WHAT MAKES A GOOD ENGINEERING MANAGER 14 BASICALLY BEING A MODERN RENAISSANCE MAN/WOMAN
  15. 15. WHAT MAKES A GOOD ENGINEERING MANAGER 1. Be a good coach. 2. Empower; don't micromanage. 3. Be interested in direct reports, success and well-being. 4. Don't be a sissy: Be productive and results-oriented. 5. Be a good communicator and listen to your team. 6. Help your employees with career development. 7. Have a clear vision and strategy for the team. 8. Have key technical skills so you can advise the team. 15 WHAT EMPLOYEE’S VALUED MOST ACCORDING TO GOOGLE’S PROJECT OXYGEN:
  16. 16. THE MOST IMPORTANT PART OF YOUR JOB IS SETTING THE TEAM UP FOR SUCCESS.
  17. 17. MANAGING ENGINEERING TEAMS HR BASICS 17
  18. 18. YOU MUST PROMOTE A SAFE WORKING ENVIRONMENT
  19. 19. HR BASICS 1. You must enforce a zero tolerance policy on any disrespectful behavior. No Exceptions! 2. As a manager, the team will look to your example. Be a positive role model. 3. When in doubt about anything ask HR, Legal and/or your boss. Their job is to support you. 4. Treat anything your employees tell you as confidential. Do not lose their trust. 19 ABSOLUTE REQUIREMENTS
  20. 20. HR BASICS 1. Have difficult conversations as soon as possible. Waiting will only make a bad situation worse. 2. People will push and prod to discover your boundaries. Knowing when to stand back and when to stand firm is half the battle. 3. Occasionally someone will push too far. When they do, you have to show a rough edge or you’ll lose authority with your team. 4. It is ok to include your boss or HR in any difficult meetings. 5. Always document everything. 20 TIPS
  21. 21. MANAGING ENGINEERING TEAMS HIRING 21
  22. 22. HR BASICS 22 YOU’RE THE ONE WHO MAKES HIRING AND FIRING DECISIONS. EVERYTHING THAT HAPPENS ON YOUR TEAM IS YOUR RESPONSIBILITY.
  23. 23. HIRING - RECRUITING 23 RECRUITING
  24. 24. “Culture is to recruiting as product is to marketing” - Dharmesh Shah Managing an Engineering Team
  25. 25. NUMBER ONE SOURCE OF TOP CANDIDATES IS REFERRALS
  26. 26. HIRING - RECRUITING 26 1. Be an expert a. Stack Overflow b. Quora 2. Engineering Blog 3. Give Talks / Meetups 4. Hackathon 5. Open Source Tools, etc. OUTBOUND RECRUITING INBOUND RECRUITING1. Job Boards a. LinkedIn b. Careers 2.0 2. Recruiters 3. Cold Contacting
  27. 27. HIRING - RECRUITING 27
  28. 28. HIRING - RECRUITING Required Skills: • Proficient in Mac-based Photoshop, ImageReady/Fireworks, Illustrator and Dreamweaver. • Thorough understanding of the elements of good design, HTML production and web process. • Will be held accountable for the technical accuracy of their own work. • Able to complete tasks independently and as part of a team. • Possess effective communication of ideas/development of presentation skills. • Ability to manage deadlines and production scheduling on numerous, concurrent projects. • Perform effectively in a demanding work environment and show resiliency to stress.” 28 JOB POSTING - BAD
  29. 29. HIRING - RECRUITING You • Love seeing the world through someone else’s eyes and building an interface that fits their mental model of the world. • Are anxious to work on a variety of platforms and products (iPad, iPhone, Android, web app, thick-client desktop, etc.) • Can tell the story of a product or service with sharp copy and crisp imagery. • Sketch out your ideas on paper before you dive into your prototyping tool of choice (Photoshop, Illustrator, HTML & CSS) • Know which details matter and how to push back and say “no.” • Communicate your designs with developers and managers using the appropriate media and fidelity. • Think that copywriting is crucial to building a great UI. • Can’t wait to see real people use your designs in usability studies — even if it makes you grit your teeth.” 29 JOB POSTING - GOOD
  30. 30. HIRING - RECRUITING 1. First impressions count! - Do not be late for a phone screen or interview - Make sure to have someone properly greet people for an interview. 2. Use an application tracking system (like Greenhouse) or a Wiki to track candidates 3. Must respond extremely quickly - at every stage. < 24 hours. 4. Try informal meetings out of the office for initial meet and greets. Less pressure involved. 30 TIPS
  31. 31. HIRING - INTERVIEWING 31 INTERVIEWING
  32. 32. HIRING - INTERVIEWING 32 HIRE FOR CULTURE FIRST ABILITY TO SOLVE PROBLEMS SECOND AND SPECIFIC SKILLS THIRD
  33. 33. 33
  34. 34. NO BRAIN TEASERS!
  35. 35. HIRING - INTERVIEWING - Make the candidate feel comfortable. - Have an interview plan for each open position. - Make sure different people do not ask the same questions. - Do pair interviews. - Have a dedicated laptop/computer hooked up to a monitor fully loaded with multiple developer tools: Eclipse, PyCharm, Emacs, etc. - Have the candidate work on real world problems. 35 TIPS
  36. 36. HIRING - INTERVIEWING - Are you a US Citizen? - instead ask if they are legally allowed to work in the US - What religion do you practice? - How old are you? - Do you have any children? - Do you have any disabilities? - Have you ever been arrested? - Are you married? - lots more. 36 THINGS YOU CAN NEVER ASK IN AN INTERVIEW
  37. 37. HIRING - MAKING AN OFFER 37 MAKING AN OFFER
  38. 38. HIRING - MAKING AN OFFER 1. Do the work upfront - Have a compensation range (stock, equity, bonus, etc.) for the job established when you write the job description 2. Don’t blow your budget to get a deal done and don’t skew the existing comp table 3. Be creative with title, work-from-home, perks, etc. 4. Have an offer ready with 24 hours if you decide to proceed (or have an offer ready before they leave your office if you want to be aggressive. Always Call First! 5. Yes - References are mandatory. Get peers as well as supervisor 6. Have a document with all benefits, perks and compensation fully explained. (include stock percentages, strike price, etc.) 38 TIPS
  39. 39. HIRING - MAKING AN OFFER - Male candidates almost always tend to negotiate for their offer - Female candidates are much less likely to negotiate 39 NOTE ON MALE VS. FEMALE CANDIDATES
  40. 40. NO EXPLODING OFFERS
  41. 41. MANAGING ENGINEERING TEAMS BREAK 41
  42. 42. HIRING - ON-BOARDING 42 ON-BOARDING
  43. 43. HIRING - ON-BOARDING 43 Don’t let this happen!
  44. 44. HIRING - ON-BOARDING - Include all needed confidentiality forms attached to the offer letter. - Have all of their accounts ready to go before they start work (email, chat, wikki, git, etc.) - Give them a reading list of things to prepare for before their first day - Never have people start too early on their first day (10:00 works well) - Make sure they can be productive from day one. - Assign a “buddy” to the new employee for the first week. - Pair-program for the first two weeks 44 ON-BOARDING STARTS THE SECOND THEY SIGN THE OFFER
  45. 45. MANAGING ENGINEERING TEAMS TERMINATION (FIRING) 45
  46. 46. FIRING 46 CALIFORNIA IS AN AT WILL EMPLOYMENT STATE BUT….
  47. 47. FIRING 47 ILLEGAL REASONS . in harassment based on or discrimination against your “race, religious creed, color, national origin, ancestry, physical disability, mental disability, medical condition, marital status, sex, age, or sexual orientation” [California Fair Employment & Housing Act; Title VII of the Civil Rights Act of 1964] . in retaliation for your blowing the whistle on illegal or improper conduct [California Labor Code 1102.5; California Health & Safety Code 1278.5; etc.] . in retaliation for your taking family medical leave [California Family Rights Act; U.S. Family Medical Leave Act] . in retaliation for your applying for workers’ compensation for a work-related injury [California Labor Code 132a] . in retaliation for your union activity or participating in union investigations [National Labor Relations Act] . for participating in an investigation for discrimination or harassment [California Fair Employment & Housing Act; Title VII of the Civil Rights Act of 1964]
  48. 48. FIRING 48 LEGAL ISSUES - Please talk to your HR and or legal department prior to letting any employee go. - Good documentation goes a long way in mitigating an wrongful termination suit. - So does not being a jerk!
  49. 49. FIRING 49 REASONS - There are three main types of termination: - For cause - Not for cause - Layoff - Each type has its own specific legal nuances.
  50. 50. FIRING 50 REMEDIATION - Performance plans - Give feedback early and often - The employee should not be surprised unless it is for cause. - Working at a startup is slightly different as there are much fewer resources available
  51. 51. FIRING 51 HOW TO DO IT The direct manager should always be the one to tell the employee! - A second person should also always be in the room (HR, Legal, your boss, etc.) - HR should have all the legal paperwork required by law ready to go - The employee is entitled to their last paycheck and any/all vacation bonus payments - Severance pay is optional (consult with your legal and HR team for your specific policy) - In most cases the employee should leave immediately after being told
  52. 52. FIRING 52 DON’T BE THIS GUY
  53. 53. MANAGING ENGINEERING TEAMS PEOPLE MANAGEMENT 53
  54. 54. PEOPLE MANAGEMENT 54 GOALS HOW MANY PEOPLE HERE KNOW THEIR TOP GOALS FOR THE NEXT 90 DAYS?
  55. 55. PEOPLE MANAGEMENT 55 GOALS - Set both team and individual goals - Make sure the goals are aligned with the company strategy / vision - Make sure they are announced publicly (This makes people more accountable) - Include professional development items as goals (attending workshops, meetups, etc.)
  56. 56. PEOPLE MANAGEMENT 56 ONE-ON-ONES
  57. 57. MOST IMPORTANT SECTION OF THE WORKSHOP!
  58. 58. “Generally, people who think one-on-one meetings are a bad idea have been victims of poorly designed one-on-one meetings.” - Ben Horowitz Managing an Engineering Team
  59. 59. PEOPLE MANAGEMENT - ONE-ON- ONES 59 SAME DAY AND TIME ALWAYS DO IT 30 MINUTES AT LEAST
  60. 60. HOW ARE YOU DOING?
  61. 61. PEOPLE MANAGEMENT - ONE-ON- ONES 1. They are NOT a status update or project meeting. Use stand-ups and weekly emails for that. 2. Get personal (ask about hobbies, family, etc.) 3. Use this time to coach 4. Work on professional development items 5. Do an ad-hoc mini performance review 6. Always try to read between the lines and watch for reactions and moods 61 WHAT TO DO
  62. 62. PEOPLE MANAGEMENT - ONE-ON- ONES 62
  63. 63. PEOPLE MANAGEMENT - ONE-ON- ONES 63 ⌚ FIRST PERSON: 10 MIN SECOND PERSON: 10 MIN 1. Take turns being the employee and the manager. a. Person with the lower letter first name goes first as manager 2. Perform a quick one-on-one with each other. When you are the employee, use real world examples from your company STRUCTU RE TASK PAIRS
  64. 64. MANAGING ENGINEERING TEAMS BREAK 64
  65. 65. MANAGING ENGINEERING TEAMS PROJECT MANAGEMENT 65
  66. 66. PROJECT MANAGEMENT 66
  67. 67. PROJECT MANAGEMENT MANAGEMENT LESSONS ‣ DO: ‣ Communicate the most important issues / tasks for your team ‣ Know what every engineer is working on ‣ Be the tiebreaker when teams can’t (or won’t) decide ‣ Remove yourself from being the bottleneck ‣ DON’T ‣ Don’t get bogged down in fixing bugs or coding new features ‣ Micromanage 67
  68. 68. PROJECT MANAGEMENT BE A SH!T UMBRELLA FOR YOUR TEAM ‣ Keep all distractions at bay ‣ Your job is to maximize the time they stay in “the zone.” 68
  69. 69. PROJECT MANAGEMENT COMMUNICATION ‣ Agile project management tools (JIRA, Pivotal, Trello, Asana) ‣ Internal wiki (Atlassian Confluence) ‣ Internal chat (HipChat, IRC) ‣ Email ‣ Daily Standups ‣ Weekly team meetings 69
  70. 70. PROJECT MANAGEMENT EMPLOYEE MOTIVATION ‣ Ideas? 70
  71. 71. PROJECT MANAGEMENT EMPLOYEE MOTIVATION 71
  72. 72. PROJECT MANAGEMENT EMPLOYEE MOTIVATION 72
  73. 73. PROJECT MANAGEMENT EMPLOYEE MOTIVATION - WHAT MATTERS ‣ Autonomy ‣ Mastery ‣ Purpose 73
  74. 74. MANAGING ENGINEERING TEAMS HOW TO WORK WITH YOUR BOSS 74
  75. 75. HOW TO WORK WITH YOUR BOSS - Over communicate. Your boss should never have to ask you status - Require your team to give you brief weekly status updates - use iDoneThis or 15five.com - Give your boss weekly status updates - Highlights from the current week and top todos for the next week - Include any business KPIs that he/she is interested in. (every boss has their favorites) - Be prepared to justify the ROI for all requested expenses (staff, software, etc.) 75 WHAT TO DO
  76. 76. MANAGING ENGINEERING TEAMS REAL SCENARIOS 76
  77. 77. REAL SCENARIOS 77
  78. 78. MANAGING ENGINEERING TEAMS RESOURCES 78
  79. 79. RESOURCES 79
  80. 80. RESOURCES - http://popforms.com - http://atlassian.com - http://greenhouse.io - http://leadingsnowflakes.com - http://15five.com - http://idonethis.com - http://trello.com - https://asana.com - https://slack.com 80
  81. 81. MANAGING ENGINEERING TEAMS 81 - Engineering excellence. - Bias towards action. - Superior teaching skills. - Passion and energy - Commitment. - Hiring prowess. - Design and business vision

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