Tutorials > Essential Management Skills For Software Engineering Manager

Essential Management Skills For Software Engineering Manager

Date: 5 May 2023 | Posted by: voska89

Published 4/2023
MP4 | Video: h264, 1280x720 | Audio: AAC, 44.1 KHz
Language: English | Size: 8.74 GB | Duration: 10h 33m
Practical Advice and Tools to Successfully Lead Developers, Knowledge Workers and Engineer Teams

Free Download What you'll learn
Step by Step Approach For Becoming Effective Software Engineering Manager
Hands-on Practical Management Advice For Engineering Managers
How to be a the leader your development team needs
Getting to grips with your new role and working out who your team are, what they do, and how they relate to the rest of the organization.
Working with Individuals, necessary tools and processes to be a success in your day-to-day role, focusing on how you can make those interactions fruitful.
Steps for effective One-to-Ones which are essentials bedrock of your relationship with your staff
Tools and techniques to lead developer, engineers and other knowledge worker teams
Learn about stress, workplace politics, your own mental health, departmental best practice, career development, diversity, and inclusion
Opportunities and Challenges Working at startups
Measure your output in a way that helps you make priority decisions about how best to spend your time
How to Measure Your Output as a Manager? (Andrew Grove)
How to Categorize Your Activities to Feel Productive? (Andrew Grove)
Managing Your Energy and Power of Full Engagement
How to Give Feedback and The Concept of Radical Candor (Kim Scott)
Framework of Delegation and How to Avoid Two Extremes
Defining Relationship With Your Own Manager & The Power of Summaries
How To Best Prepare For One-to-Ones & How to do your first one-to-ones by using an exercise called contracting
Motivation people & Learning theory
The Cathedral and the Bazaar Models (Cathedral Constructors & Bazaar Browsers)
The Zone of Proximal Development
Effective Performance Reviews
Hiring Process & Style, Tone, and Gender-Neutrality in Job Description
How to know when people should go with your blessing, How to fight for staff to stay and How to make people leave?
How to Win Friends and Influence People
How to give back to others through mentoring and coaching?
Forming Coaching Relationships (Popular GROW Model)
How to use Concepts of Wobble, The Whip and The Carrot and Mount Stupid while working with people?
Two incredibly fun concepts in psychology that will affect people's opinions and your ability to make decisions: The Dunning-Kruger Effect & Impostor Syndrome
Stressful Times during managing projects (The Eye of Sauron & How to avoid being under the gaze?)
How to use Scope, Resources, and Time as levers to manage stressful times?
Victims of Your Own Success and Brook's Law
How to increase Productivity per Head as Manager?
Categorization of Features (MoSCoW Prioritization)
Role of Manger in Managing Information as Gatekeeper (The Hippocratic Oath and The Golden Rule)
Delivering Bad News as Manager
Workplace Politics (Do's and Don'ts) & Building Consensus
Why its OK to Let It Go Sometimes? What can we learn from Stoicism ?
The Concept Of Mindfulness
How you can cross team boundaries to unite people of similar skill sets?
How encouraging a culture of technical talks can unite your team and your department?
Breaking Silos with Guilds
Team Lightning Talks and Department Talks
Architecture Decision Record (ADR), Squad Health Check model & Directly Responsible Individual (DRI) Concepts
How to define the role of Individual Contributor (IC) and Manager and what some examples of career progression look like
Empowering Innovation with the Two-Pizza Team - Amazon's Approach
Career Progression Troubleshooting
The role of Diversity and inclusion, Flexible and remote working, Work-life balance and Culture in The Modern Workplace
Requirements
No experience required
Description
Welcome to the essential course for all Software Engineering Managers! Are you managing knowledge workers, engineers, or developer teams? If so, this course is for you. The technology industry is facing a skills crisis, and this course is designed to help address it by providing you with hands-on, practical management advice. No fluff, no bravado, no cheesy anecdotes, just actual skills to do the job.In this 10+ hour course, broken down into three sections and 17 chapters, you will learn how to be a world-class manager. Part 1, Getting Oriented, will help you get to grips with your new role and team. Part 2, Working with Individuals, will teach you the necessary tools and processes to succeed in your day-to-day role. Part 3, The Bigger Picture, will give you the skills to handle tricky scenarios, manage information, create career progression tracks, and foster inclusivity and diversity in the workplace.At the conclusion of this course, you will have gained valuable knowledge and skills that will be instrumental in achieving your long-term career goals. Thank you for joining me on this journey. Please feel free to reach out to me with any questions or feedback. All the best in your future endeavors!
Overview
Section 1: 0.0 Introduction
Lecture 1 0.1 Introduction
Lecture 2 0.2 Management and Leadership
Lecture 3 0.3 Your Career Journey
Lecture 4 0.4 The Outline of This Course
Section 2: 1.0 Getting Oriented
Lecture 5 1.1 Getting Oriented & Starting New Job as Manager Introduction
Lecture 6 1.2 First Week as Manager
Lecture 7 1.3 Impostor Syndrome
Lecture 8 1.4 Creating a Snapshot
Lecture 9 1.5 Introduce Yourself to Your Team
Lecture 10 1.6 Book a Weekly One-to-One Meeting with Everyone in Your Team
Lecture 11 1.7 Concept of Flow for Creative Engineers
Lecture 12 1.8 Have an Introductory Meeting with Your Manager
Lecture 13 1.9 Create Your Snapshot as Manager
Lecture 14 1.10 Making an Action List as Manager
Lecture 15 1.11 Summary of Getting Oriented
Section 3: 2.0 Manage Yourself First
Lecture 16 2.1 Introduction & Steps to Manage Your Self First
Lecture 17 2.2 Let's Get Organized as Manager!
Lecture 18 2.3 Manager's Tool 1: Calendar
Lecture 19 2.4 Manager's Tool 2: To-Do List
Lecture 20 2.5 Manager's Tool 3: Email
Lecture 21 2.6 Manager's Tool 4: Place to Capture Information & ToolKit Summary
Lecture 22 2.7 How Manager Can Categorize Activities to Feel Productive by Andrew Grove
Lecture 23 2.8 Information Gathering
Lecture 24 2.9 Decision Making
Lecture 25 2.10 Nudging
Lecture 26 2.11 Being a Role Model
Lecture 27 2.12 An Example Day Categorizing Your Activities
Lecture 28 2.13 How to Measure Your Output as a Manager
Lecture 29 2.14 Summary .. Manage Yourself First
Section 4: 3.0 Working with Individuals
Lecture 30 3.1 Interfacing with Humans as Manager Introduction
Lecture 31 3.2 How to Communicate Well
Lecture 32 3.3 The Three Mediums of Communication
Lecture 33 3.4 Choosing the Right Medium
Lecture 34 3.5 Managing Your Energy as Manager
Lecture 35 3.6 Your Actions and Words You Use as Manager Matters (Measure Twice, Cut Once)
Lecture 36 3.7 It's Not About You & Make Your Conversations Two-Way
Lecture 37 3.8 Respect the Preferences of Others & Suitability Trumps Efficiency
Lecture 38 3.9 Be Consistent as Manager
Lecture 39 3.10 Best Approach to Give Feedback .. Radical Candor Concept by Kim Scott
Lecture 40 3.11 Traits to Avoid as Manager While Giving Feedback
Lecture 41 3.12 Lets Summarize Communication as Manager
Lecture 42 3.13 Delegation and The Two Extremes
Lecture 43 3.14 Do Not Delegate Accountability as Manager
Lecture 44 3.15 The Scale of Delegation
Lecture 45 3.16 Do's and Don'ts of Delegation
Lecture 46 3.17 Pull, Don't Push While Working with Your Manager
Lecture 47 3.18 Talk About Performance While Working with Your Manager
Lecture 48 3.19 Help Your Manager Lifting the Lid on Their World
Lecture 49 3.20 Use The Power of Summaries While Working with Your Manager
Lecture 50 3.21 Summary: Working with Individuals!
Section 5: 4.0 One-to-Ones
Lecture 51 4.1 An Introduction and Learning Objectives : One-to-Ones
Lecture 52 4.2 Perform One-on-Ones on Regular Basis
Lecture 53 4.3 Using Leverage
Lecture 54 4.4 How to Prepare for One-to-Ones as Manager
Lecture 55 4.5 Contracting Exercise For Your First One-to-Ones
Lecture 56 4.6 Questions for Contracting Exercise
Lecture 57 4.7 Some Examples of Contracting
Lecture 58 4.8 Contracting Summary
Lecture 59 4.9 What to Talk About and How to Do It
Lecture 60 4.10 Make Your Updates Interesting (No Boring)
Lecture 61 4.11 Pulling the Andon Cord (Toyota Kata By Mike Rother)
Lecture 62 4.12 Ideas for Topics of Conversation For Regular One-to-Ones
Lecture 63 4.13 How to Take Notes and Assign Actions
Lecture 64 4.14 Note That Manager is Not a Therapist
Lecture 65 4.15 One-to-One Summary
Section 6: 5.0 The Right Job for the Person
Lecture 66 5.1 Getting the Right Job for the Person Introduction
Lecture 67 5.2 What Motivates People?
Lecture 68 5.3 The Hierarchy of Needs & The Role of work
Lecture 69 5.4 The Path to Self-Actualization
Lecture 70 5.5 The Zone of Proximal Development
Lecture 71 5.6 Career Level Proximal Development
Lecture 72 5.7 The Zone of Proximal Development Benefits
Lecture 73 5.8 The Cathedral and the Bazaar Model By Eric Raymond
Lecture 74 5.9 Cathedral Constructors
Lecture 75 5.10 Bazaar Browsers
Lecture 76 5.11 Having the Conversation and Summary of Right Job For the Person
Section 7: 6.0 Effective Performance Review Process
Lecture 77 6.1 Performance Reviews Introduction
Lecture 78 6.2 Performance Review Myth Busting
Lecture 79 6.3 How to Prepare for Performance Reviews
Lecture 80 6.4 Getting Peer Feedback
Lecture 81 6.5 The Written Review Form For Performance Reviews
Lecture 82 6.6 Staff's Questions to Answer in Performance Review Process
Lecture 83 6.7 What to Do on the Day of Performance Review
Lecture 84 6.8 How to Handle Money Matters in Performance Reviews
Lecture 85 6.9 Performance Review Summary
Section 8: 7.0 Hiring Process
Lecture 86 7.1 Hiring Process Introduction
Lecture 87 7.2 Picking Who to Hire
Lecture 88 7.3 Considering Culture Fit In Hiring
Lecture 89 7.4 Note on Hiring Friends
Lecture 90 7.5 Preparing Job Description as Manager
Lecture 91 7.6 Style, Tone, and Gender-Neutrality in Job Description
Lecture 92 7.7 Setting Up an Interview Process
Lecture 93 7.8 Reviewing Applications
Lecture 94 7.9 Performing Screening Calls
Lecture 95 7.10 Conducting The First Interview
Lecture 96 7.11 How Can You Be A Great Interviewer?
Lecture 97 7.12 Some Do's and Don'ts For Technical Exercises In Interviews
Lecture 98 7.13 Optional Technical Exercise In Interview Process
Lecture 99 7.14 The Final Interview
Lecture 100 7.15 Making the Offer
Lecture 101 7.16 Hiring Process Summary
Section 9: 8.0 The Process Of Letting People Go
Lecture 102 8.1 The Process Of Letting People Go ... Introduction
Lecture 103 8.2 People Leaving Is Normal At Organizations
Lecture 104 8.3 Good Reasons for Leaving
Lecture 105 8.4 Bad Reasons for Leaving
Lecture 106 8.5 How Can We Prevent From Leaving?
Lecture 107 8.6 Fighting the Good Fight
Lecture 108 8.7 Making Staff Leave
Lecture 109 8.8 Performance Improvement Plan (PIP)
Lecture 110 8.9 Preparing the PIP
Lecture 111 8.10 Creating the PIP
Lecture 112 8.11 Delivering and Implementing the PIP
Lecture 113 8.12 Layoffs
Lecture 114 8.13 Some Tips for Layoffs
Lecture 115 8.14 Letting People Go Summary
Section 10: 9.0 How to Win Friends and Influence People
Lecture 116 9.1 How to Win Friends and Influence People Introduction
Lecture 117 9.2 Going Beyond Your Team
Lecture 118 9.3 Building Your Network
Lecture 119 9.4 Who Could Be In Your Network?
Lecture 120 9.5 Making Introductions
Lecture 121 9.6 Checking In Regularly
Lecture 122 9.7 Giving Back To Increase Influence and Expand Your Network
Lecture 123 9.8 Mentoring
Lecture 124 9.9 Topics for Mentoring
Lecture 125 9.10 Benefits of Mentoring to Mentor
Lecture 126 9.11 Finding People to Mentor
Lecture 127 9.12 Creating a Mentorship Matrix and Agreement
Lecture 128 9.13 Coaching
Lecture 129 9.14 Modes of Conversation
Lecture 130 9.15 GROW Coaching Model
Lecture 131 09 How to Win Friends and Influence People.. Summary
Section 11: 10.0 Challenges Of Managing People
Lecture 132 10.1 Managing People Introduction
Lecture 133 10.2 Scrutiny and Judgment
Lecture 134 10.3 When Your Team Scrutinizes You
Lecture 135 10.4 When You Scrutinize Your Manager
Lecture 136 10.5 Wobble Effect
Lecture 137 10.6 Listening and Observing
Lecture 138 10.7 Digesting Information
Lecture 139 10.8 Communicating Information
Lecture 140 10.9 Peer Support
Lecture 141 10.10 The Whip and the Carrot
Lecture 142 10.11 The Whip
Lecture 143 10.12 The Carrot
Lecture 144 10.13 Autonomy, Mastery, and Purpose Model
Lecture 145 10.14 Mount Stupid
Lecture 146 10.15 Dunning-Kruger Effect
Lecture 147 10.16 Impostor Syndrome Challenges
Lecture 148 10.17 Dealing with the Dunning-Kruger Effect
Lecture 149 10.18 Dealing with Impostor Syndrome
Lecture 150 10.19 Managing People Summary
Section 12: 11.0 Challenges Of Managing Projects
Lecture 151 11.1 Managing Projects Introduction
Lecture 152 11.2 The Eye of Sauron
Lecture 153 11.3 Warning Signs
Lecture 154 11.4 Under the Gaze
Lecture 155 11.5 When the Gaze Is Averted
Lecture 156 11.6 Victims of Your Own Success and Brook's Law
Lecture 157 11.7 It's All About Productivity
Lecture 158 11.8 Communication Channels & Process Overhead
Lecture 159 11.9 Increase Productivity Per Head
Lecture 160 11.10 Scope, Resources, and Time effect on Productivity
Lecture 161 11.11 Manage Scope to Increase Productivity
Lecture 162 11.12 MoSCoW Prioritization Model and Encourage Stretch Goals
Lecture 163 11.13 Manage Resources to Increase Productivity
Lecture 164 11.14 Manage Time to Increase Productivity
Lecture 165 11.15 Make Your Levers Transparent
Lecture 166 11.16 Summary.. Challenges Of Managing Projects
Section 13: 12.0 Managing Information As A Manager
Lecture 167 12.1 An Introduction To Managing Information As Manager
Lecture 168 12.2 Acting as Spies to Collect Information
Lecture 169 12.3 Managing Information as Gatekeeper
Lecture 170 12.4 The Hippocratic Oath and The Golden Rule
Lecture 171 12.5 How to Share Just Enough Information
Lecture 172 12.6 "There are unknown unknowns" - Famous Speech By Donald Rumsfeld
Lecture 173 12.7 Delivering Bad News
Lecture 174 12.8 Trends Toward Transparency
Lecture 175 12.9 Consistently Just Enough
Lecture 176 12.10 Being Consistent
Lecture 177 12.11 The Meaning of Just Enough
Lecture 178 12.12 Leave Nobody Behind
Lecture 179 12.13 Workplace Politics & How do they arise
Lecture 180 12.14 Using Workplace Politics In Positive Way
Lecture 181 12.15 Ways To Avoid Using Workplace Politics
Lecture 182 12.16 Managing Information as Manager .. Summary
Section 14: Letting Go For Success
Lecture 183 13.1 Letting Go For Success Introduction
Lecture 184 13.2 Let Go Of Tasks
Lecture 185 13.3 Take it Easy Based on Stoicism and Zen Buddhism
Lecture 186 13.4 The Dichotomy & Trichotomy of Control
Lecture 187 13.5 How Do They Keep Internal Tranquility
Lecture 188 13.6 Let Go of Outcomes That You Cannot Control
Lecture 189 13.7 Escaping the False Productivity Trap
Lecture 190 13.8 L-Mode and R-Mode Thinking
Lecture 191 13.9 Enabling Your R-mode
Lecture 192 13.10 Using Your Capacity Wisely
Lecture 193 13.11 Let Go Of Compulsive Checking
Lecture 194 13.12 Letting Go Of Work To Avoid Burn-Out
Lecture 195 13.13 The Importance of Sleep
Lecture 196 13.14 Moving Your Body
Lecture 197 13.15 The Only Moment That Matters Is Now
Lecture 198 13.16 The Concept Of Mindfulness
Lecture 199 13.17 Letting Go For Success...Summary
Section 15: 14 Good Housekeeping
Lecture 200 14.1 Good Housekeeping.. Introduction
Lecture 201 14.2 Conway's Law & Communication Dictates Software Design
Lecture 202 14.3 Breaking Silos with Guilds
Lecture 203 14.4 Example Guild Implementation at Spotify
Lecture 204 14.5 Things You Can Do To Start a Guild
Lecture 205 14.6 Team Lightning Talks
Lecture 206 14.7 Department Talks
Lecture 207 14.8 Turning Problems into Learning Opportunities & Five Whys
Lecture 208 14.9 Tools to Solve Common Problems
Lecture 209 14.10 Architecture Decision Record (ADR)
Lecture 210 14.11 Squad Health Check model
Lecture 211 14.12 14 Directly Responsible Individual (DRI) at Apple Inc
Lecture 212 14.13 Good House Keeping Summary
Section 16: 15.0 Career Tracks
Lecture 213 15.1 Career Tracks Introduction
Lecture 214 15.2 Individual Contributor (IC) Track
Lecture 215 15.3 IC's Role and Its Impact
Lecture 216 15.4 Amazon's Two Pizza Team Approach and Ringelmann Effect
Lecture 217 15.5 Amazon's Two Pizza Team and Six Page Memo
Lecture 218 15.6 Management Track
Lecture 219 15.7 Creating a Progression Framework
Lecture 220 15.8 Creating a Progression Framework for IC's
Lecture 221 15.9 Benefits of Career Progression Framework
Lecture 222 15.10 Creating a Progression Framework (Management Track)
Lecture 223 15.11 Career Progression Troubleshooting
Lecture 224 15.12 Isn't a Manager on Both Tracks?
Lecture 225 15.13 What If I Don't Like Management After I Try It?
Lecture 226 15.14 The Peter Principle and The Dilbert Principle
Lecture 227 15.15 Isn't Progression Subjective?
Lecture 228 15.16 What If There Are Big Variations Between Skill Sets?
Lecture 229 15.17 How Do Career Tracks Decide Compensation?
Lecture 230 15.18 This Doesn't Work for My Company!
Lecture 231 15.19 Career Tracks.. Summary
Section 17: 16.0 Role Of Manager In The Modern Workplace
Lecture 232 16.1 The Modern Workplace Introduction
Lecture 233 16.2 Diversity and Inclusion
Lecture 234 16.3 Increase Pipeline to Increase Diversity and Inclusion
Lecture 235 16.4 Cultural Issues Effect on Diversity and Inclusion
Lecture 236 16.5 What You Can Do As Manager to Increase Diversity and Inclusion
Lecture 237 16.6 Positive Discrimination vs Positive Action
Lecture 238 16.7 How the Coronavirus Outbreak Has Changed the Way We Work
Lecture 239 16.8 The Shift Toward Remote Working
Lecture 240 16.9 Fighting Organizational Inertia
Lecture 241 16.10 Communication Practices for Distributed Teams
Lecture 242 16.11 Trust Is Essential for Remote Working
Lecture 243 16.12 Values and Goals as Guidance
Lecture 244 16.13 Defining Team Values
Lecture 245 16.14 Working Toward Goals
Lecture 246 16.15 Face-to-Face Time
Lecture 247 16.16 Video Calls Do's and Don'ts
Lecture 248 16.17 Physical Face-to-Face Time
Lecture 249 16.18 Work-Life Balance
Lecture 250 16.19 Protect Your Team
Lecture 251 16.20 What You Do Is What You Are!
Lecture 252 16.21 The Modern Work Place Summary
Section 18: 17.0 Opportunities for Managers In Startup Companies
Lecture 253 17.1 Startups Introduction
Lecture 254 17.2 "Software Is Eating the World" Famous Quote By Marc Andreessen
Lecture 255 17.3 Opportunities for Managers
Lecture 256 17.4 Becoming Manager Number One
Lecture 257 17.5 Manager Number One or VP Engineering Responsibilities
Lecture 258 17.6 Relationship between the CTO and VP Engineering
Lecture 259 17.7 Difficulties for Management Track In Startups
Lecture 260 17.8 Advantages for Managers in Startups
Lecture 261 17.9 Advice On How To Approach For Management Track in Startups
Lecture 262 17.10 Why Start Up Experience is Highly Sought After
Lecture 263 17.11 Startup Compensation and Equity
Lecture 264 17.12 Why Management at Startups Is Critical
Lecture 265 17.13 More Details On Startup Funding Stages (Additional and Optional Info)
Lecture 266 17.14 Startups Summary
Section 19: The Reference Books, Course Summary & Conclusion
Lecture 267 The Reference Books
Lecture 268 Course Summary & Conclusion
People Leading Engineering Teams,Engineers planning to get into Engineering Management Role,People practicing engineering management for while,People leading developer teams , engineering teams and other knowledge worker teams

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