Engineering Leadership: The Hard Parts. Navigating Chaos to Build Teams That Deliver Juan Pablo Buriticá, James Turnbull

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Spis treści książki

• Preface
  • Who Should Read This Book
  • Why You Should Read This Book
  • Conventions Used in This Book
  • OReilly Online Learning
  • How to Contact Us
  • Acknowledgments
    • Juan Pablo
    • James
• 1. Embracing the Unknown
  • What Does Chaos Look Like?
    • Lack of Ownership
    • Absence of Structure
    • Outsized Responsibility
    • Undefined Process
    • Poor Communication
    • Blame Culture, Scapegoating, and Recrimination
    • High Turnover
    • Lack of Strategy and Planning
    • Frequent Crisis Mode
    • No Meaningful Measurement
  • Chaos or Opportunity?
  • Well, That Was Fun
  • This Sounds Scary
  • What Are We Going to Do to Help?
  • Conclusion: From Chaos to Clarity
• 2. Understanding Your Role
  • Whats Your Job, Exactly?
    • The Five Pillars of Engineering Leadership
    • Boss, Wheres the Roadmap?
    • Dont Retreat to the Comfortable
    • Engineering Leadership Is About Being a Generalist with Range
    • Action Beats Inaction Every Time
    • Role Description: A Do-It-Yourself Blueprint
  • People: It All Starts with Your Team
    • Whats Your Starting Point?
    • Whats Your Mission?
    • What Tools Do You Need to Get There?
  • Mission: Youve Got a Crew; Now You Need a Place to Go
    • Where to Start
    • Getting Your Team on Board
    • Turn the Mission into Action
  • Plan: You Know Where to Go; Now Chart the Course
    • Build with Your Partners
    • Know What to Prioritize
    • Turn Strategy into Action
    • Adjust, but Stay Focused
  • Process: The System That Keeps Things Moving
    • Keep It Lean, but Effective
    • Make Process a Team Effort
    • Adjust As You Go
  • Product: What Are We Actually Delivering?
    • Know What Success Looks Like
    • Balance Quality with Speed
    • Outcomes Arent Always Features
  • Conclusion: Pulling It All Together
• 3. Navigating Chaos
  • Diagnose Context
    • Why Diagnosis Matters More Than Style
    • Four Lenses for Reading Context
      • 1. The system lens: What kind of environment are we in?
      • 2. The human lens: What shape are my people in?
      • 3. The work lens: Whats actually on the plate?
      • 4. The cultural lens: What are the unspoken rules?
    • The Reality of Power and Identity
    • Rapid Assessment When Youre New
    • When Diagnosis Reveals Hard Truths
    • Connecting Diagnosis to Action
  • Thrive in Chaos
    • The Trap of Bureaucratic Control
    • The Punk Alternative: Motion Creates Clarity
    • From Energy to Discipline
    • Open Source: Punk Principles at Scale
    • What This Means for Seasoned Leaders
    • The Political Reality
    • When Momentum Matters Most
  • Focus on Outcomes
    • The Sophistication Trap
    • Why Outcome Frameworks Miss the Point
    • When Outcomes Are Genuinely Unclear
    • The Political Dimension
    • Context Shapes Outcome Focus
    • Failure Modes of Outcome Obsession
      • Measurement illusion
      • Outcome rigidity
      • False precision
      • Gaming
    • What This Looks Like in Practice
    • Making It Sustainable
  • Shift Between Roles
    • The Cost of Leadership Rigidity
    • Three Essential Modes
      • The pilot: Zooming out for direction
        • When it backfires
      • The medic: Stabilizing and rebuilding trust
        • When it backfires
      • The engineer: Getting into the work
        • When it backfires
    • The Switching Skill
      • Pattern recognition
      • Mode flexibility
      • Switching costs awareness
    • The Reality of Constraints
    • Leading Through Others
    • What This Looks Like in Practice
  • Conclusion: Pulling It All Together
• 4. Building Cohesive Teams
  • It Starts with Safety
  • Get a Functional Team, Fast
    • Understand the Work
    • Renegotiate Commitments
    • Remove Blockers
    • Get Capacity Under Control
    • Understand Skills, Dynamics, and Performance
  • Capacity Is Not Enough; Build Capabilities
    • Capabilities as a Team-Level Tool
    • What Great Teams Do
      • They turn ambiguity into action
      • They communicate relentlessly (and dont make people chase them)
      • They manage dependencies without drama
      • They execute with discipline, not heroics
      • They see risk coming and know how to respond
      • They invest in team health (because its not optional)
      • They connect effort to outcomes (and know when to stop)
  • Growing Without Losing the Plot
    • From Supporter to Supported
    • You Make Yourself Replaceable
    • You Scale the Culture, Too
    • The Bottom Line
  • Conclusion: From Chaos to Cohesion
• 5. Setting Direction
  • What Causes Drift
    • The Drift Diagnostic
  • The Silent Cost of Drift
  • What Good Direction Looks Like
  • Traps That Cause Drift
    • No Clear Inputs
    • Too Many Inputs
    • Hesitant Leadership
    • Reactive Roadmaps and Consensus Traps
  • Be the Lighthouse
  • Creating Alignment
    • Why Alignment Breaks
    • Alignment Is Not Agreement
    • How Leaders Create Alignment
  • Adapting Without Losing the Plot
    • If the Plan Changes, the Story Stays Intact
  • Clarity Is the Work
    • Reflection
  • Conclusion: Pulling It All Together
• 6. Shipping Products and Code in Chaotic Environments
  • Inspire Confidence
  • Be Execution-Focused
  • Be Lightweight and Adaptable
  • Foster Continuous Learning
  • Focus on Communication and Collaboration
  • Celebrate
  • Other Prioritization Concerns
    • Not All Work Is Created Equal
    • Not All Work Can Use the Same Process
    • Not All Work Is Known at the Start of Prioritization
  • Prioritization Techniques
    • Key Inputs for Decision Making
    • Utilize Established Frameworks
      • User stories
        • Acceptance criteria
      • A start, not a solution
      • Impact-versus-effort analysis
        • 1. High impact, low effort (top-left quadrant)
        • 2. High impact, high effort (top-right quadrant)
        • 3. Low impact, low effort (bottom-left quadrant)
        • 4. Low impact, high effort (bottom-right quadrant)
    • Managing Backlogs Effectively
    • A Good Cadence
    • Approaching Estimates Wisely
    • Balancing Different Types of Work
    • Addressing Technical Debt
    • Monitoring Progress and Adjusting Priorities
    • Communicating Priorities Transparently
  • Not Everything Is a Product
    • When Linear Makes Sense
    • Creating Just Enough Structure
    • Working the Plan, Not Serving It
    • Connecting Linear and Iterative Work
  • Conclusion: Driving to Execution
• 7. Budgeting, Costs, and Vendors
  • Why Budgeting Matters
    • Strategic Alignment
    • Cost Management
      • Understanding the income side of the equation
      • Making unit economics work for prioritization
    • Risk Mitigation
    • Performance Monitoring
    • Resource Optimization
    • Stakeholder Management
    • Innovation and Growth
    • Organizational Learning
    • Competitive Advantage
  • Understanding Cost Management
    • Fixed Costs: The Foundation
    • Variable Costs: The Flex Players
    • Step Costs: The Level-Up Costs
    • Who Pays?
    • The Human Side of Cost Management
  • Creating and Managing a Budget
    • Starting with History
    • Categorizing Expenses
    • Headcount Planning and Costs
      • The real cost of a person
      • Planning for growth and attrition
      • Timing your hires
      • Seniority mix and team balance
      • Hidden costs and failure scenarios
      • The headcount business case
    • Setting Goals That Make Sense
    • Creating Your Budget Template
    • Tracking and Managing
    • Learning from Experience
  • Vendor Management
    • The Great Build-Versus-Buy Debate
    • Picking Your Partners
    • Managing the Relationship
    • Outsourced People and Teams
  • Ethics
    • Taking Care of Our People
    • Being a Good Neighbor
    • The Global Perspective
    • Looking to the Future
    • Making It Real
  • Conclusion: Budget as Strategy
• 8. Technical Principles and Strategy
  • Why Does Technical Strategy Matter?
  • Building a Foundation
  • You Need More than Technical Widgets
  • Establishing Technical Principles
    • Example Technical Principles
    • Crafting Technical Principles Workshop
    • Living Your Principles
  • Scaling Without Overengineering
    • Choose Boring Technology
  • Developing Your Technical Strategy
    • Choosing Granularity
    • Balancing Flexibility with Direction
    • Collaborative Development
    • Elements of a Technical Strategy Document
      • Introduction and overview
      • Strategic vision and objectives
      • Current technology landscape
      • Future state landscape
      • Technical principles
      • Implementation roadmap
      • People, resources, and teams
      • Risk management and contingency planning
      • Governance and decision-making processes
      • Monitoring, metrics, and continuous improvement
    • The Living Document Approach
    • Making Technical Strategies Real
      • Resource allocation (without burning everyone out)
      • Picking tech that wont make future-you curse past-you
      • Risk management (or, expecting the unexpected)
      • But thats not what I meant!
      • Keeping your finger on the pulse
      • Balancing all the things
      • Building capabilities, not just systems
      • Communicating the vision
      • Leading by example
  • Conclusion: Enabling Execution with Technical Strategy
• 9. Collaborative Technical Practices and Decision Making
  • Shared Technical Principles
  • Communication, Collaboration, and Execution
    • Communicate, Communicate, Communicate
      • Cadences
      • Mediums and modalities
      • Visualizations
      • Video calls
      • Audio
      • Chat and messaging
      • Email
      • In-person interactions
      • Documentation
      • Confirming understanding and handling disagreement
      • Transparency and ambiguity
    • Collaboration
    • Execution
      • Effective coding practices
      • Navigating code-review drama
      • Making good technical decisions
      • Next steps
      • What about architecture decision records?
      • Leadership
  • Decision Making in Chaotic Conditions
    • Psychological Safety
    • Inclusive and Data-Driven Decision Making
    • Continuous Improvement
  • Conclusion: Collaboration Is the Glue
• 10. Metrics That Matter for Engineering Teams
  • Why Measure Anything at All?
  • Metrics as a Product
    • Design Intentionally
    • The Trap of Want Versus Need
    • Constructing Questions
    • Choosing the Right Metrics for Your Context
    • Take Stock of What You Already Measure
  • Velocity: The Most Misused Metric in Software
    • Why Velocity Goes Wrong
    • How to Use Velocity Correctly
  • Build Your Metrics with Your Customers in Mind
    • The Human Side of Metrics
    • Balancing Quantitative and Qualitative Data
    • Humans and Metrics
      • Goodharts Law
      • Context ignorance
      • What gets measured gets done
    • Make Metrics Visible and Accessible
  • Metrics Need Ongoing Maintenance, Just Like Code
  • AI Doesnt Change Your Approach to Metrics
  • Conclusion: Measurement as Illumination
• 11. Fitting It All Together
  • The Symphony of Chaos
  • The Foundation: People and Safety
  • The Lighthouse: Direction, Not Drift
  • The Engine: Process and Execution
  • The Compass: Metrics and Measurement
  • The Ecosystem: Building Beyond Your Team
  • The Evolution: From Chaos to Capability
  • The Reality: Its Harder Than It Looks
  • The Practice: Making It Real
  • The Future: Beyond Survival
  • The Call: Your Turn to Lead
  • The End, and the Beginning
• Index

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