Leading Effective Engineering Teams: Lessons for Individual Contributors and Managers from 10 Years at Google

Cover
Copyright
Table of Contents
Foreword
Preface
	O’Reilly Online Learning
	How to Contact Us
	Acknowledgments
Chapter 1. What Makes a Software Engineering Team Effective?
	Research on What Makes Teams Effective
		Project Aristotle
		Other Research
	Motivation Drives Performance
	Building an Effective Team
		Assemble the Right People
		Enable a Sense of Team Spirit
		Lead Effectively
		Sustain Effectiveness (A Growth Culture)
	Conclusion
Chapter 2. Efficiency Versus Effectiveness Versus Productivity
	The Differences Between Efficiency, Effectiveness, and Productivity
		Goals
		Measurement
		Influencing Factors
	Output Versus Outcome
		Measuring Outputs and Outcomes
		Focusing on Outcomes over Outputs
	Effective Efficiency
		Effective Efficiency for Beginners
		Managing Trade-offs
		Redefining Team Productivity
		Balancing Effectiveness and Efficiency
		Everyday Tips for Becoming Effectively Efficient
	Conclusion
Chapter 3. The 3 E’s Model of Effective Engineering
	Enable
		Define Effectiveness for Your Business Type and Team Size
		Initialize Effectiveness
	Empower
		Feed Opportunities, Starve Problems
		Strive for Individual Effectiveness
		Follow Team Effectiveness Models
		Multiply Effectiveness
		Identify High-Leverage Activities
		Lessons from Google
	Expand
		Leadership Challenges
		The Three Always of Leadership
	Conclusion
Chapter 4. Effective Management Behaviors: Research from Google
	Project Oxygen
		A Brief History
		Research Process
		Behaviors of High-Performing Managers
		Outcomes
		Leveraging Project Oxygen’s Findings
	Project Aristotle
		Psychological Safety
		Dependability
		Structure and Clarity
		Meaning
		Impact
		Outcomes
	Leveraging Project Aristotle’s Findings
	Conclusion
Chapter 5. Common Effectiveness Antipatterns
	Antipatterns Categorization
	Individual Antipatterns
		The Specialist
		The Generalist
		The Hoarder
		The Relentless Guide
		The Trivial Tweaker
	Practice-Related Antipatterns
		Last-Minute Heroics
		PR Process Irregularities
		Protracted Refactoring
		Retrospective Negligence
	Structural Antipatterns
		Isolated Clusters
		Knowledge Bottlenecks
	Leadership Antipatterns
		Micromanagement
		Scope Mismanagement
		Planning Overkill
		Skeptical Leadership
		Passive Leadership
		Underappreciation
	Conclusion
Chapter 6. Effective Managers
	From Engineering to Management
	Getting Started
	Defining a Strategy
	Managing Your Time
		Planning
		Execution
		Assessment
	Understanding and Setting Expectations
		What Results Are Expected from Me?
		What Results Do I Expect from Team Members?
	Communication Essentials
		Team Meetings
		One-on-Ones
		Messaging
		Nonverbal Communication
	People Management
		Hiring
		Performance Evaluation
		Attrition Management
		Mentorship and Coaching
	Managing Challenging Projects
	Managing Team Dynamics
		Individual Idiosyncrasies and Diverse Teams
		Remote Teams
		Conflict Resolution
	Enabling Mastery and Growth
		Harnessing Downtime for Growth
		Empowering Growth amid High-Workload Periods
	Networking Essentials
	Conclusion
Chapter 7. Becoming an Effective Leader
	Effective Leaders Versus Effective Managers
	Leadership Roles
		Technical Lead
		Engineering Manager
		Tech Lead Manager (TLM)
	Assessing Your Leadership Skills
		Critical Traits
		Desirable Leadership Traits
	Leading Effectively
		Leadership Style
		Strategizing
		Playing the Part
		Mastering the Attitude
	Conclusion
Index
About the Author