The Staff Engineer's Path (Sixth Early Release)

Description

For years, companies have rewarded their most effective engineers by suggesting they move to a management position. But treating management as the default--or only--path for an engineer with leadership ability doesn't serve the industry well. The staff engineer path allows you to contribute at a high level, with more free time to drive big projects, determine tech strategy, and raise everyone's skills. With this in-depth book, author Tanya Reilly shows you ways to master strategic thinking, manage difficult projects, and set the standard for technical work. You'll learn how to be a leader without direct authority, how to plan ahead so that you're making the right technical decisions, and how to make everyone around you better, all while still leaving you time to grow as an expert in your domain. Introduction The tech track Senior and Beyond Part 1: Big Picture Part 2: Execution Part 3: Positive Influence 1. What Would You Say You Do Here? What even is a Staff Engineer? Why do we need engineers who can see the big picture? Why do we need engineers who lead projects that cross multiple teams? Why do we need engineers who are a good influence? Enough Philosophy. What’s My Job? You’re not a manager, but you are a leader You’re in a “technical” role You aim to be autonomous You set technical direction You communicate often and well Understanding your own role Where in the organization do you sit? What’s your scope? What do you enjoy doing? What’s your current mission? Aligning on your scope and mission Is that your job? To recap 2. Three Maps Takeaways Uh, did anyone bring a map? A locator map: You are here A topographical map: Learning the terrain A treasure map: X marks the spot Clearing the fog of war The locator map: getting some perspective Losing perspective Seeing bigger Keeping your locator map up to date The topographical map: navigating the terrain Rough terrain Understanding your org Keeping your topographic map up to date If the terrain is still difficult to navigate, be a bridge The treasure map: remind me where we’re going? Chasing shiny things Engineers aren’t growing Taking a longer view If the treasure map’s still unclear, it might be time to draw your own Your own personal ship’s log 3. Creating the Big Picture Takeaways Filling in the gaps The approach The writing The launch The scenario: SockMatcher needs a plan What’s a vision? What’s a strategy? What’s a technical vision? What’s a technical strategy? Do we need one of these? The approach: what are we going to do? Brace for boring ideas! Is there an existing journey? Getting a sponsor Choosing your crew Allies and Skeptics What are we creating? What’s our scope? Is this achievable (by you?) Ready to commit to doing this? The writing: actually making the document Writing something to start with Interviewing people Thinking time Making decisions Stayin’ aligned The launch: making it real The final draft Making it official What story are you telling? Keeping it fresh Ok, we have a plan! And it’s written down! 4. Finite Time Takeaways Doing all the things Time Finite time How busy do you like to be? projectqueue.pop() ? Resource constraints Sim-you E+ 2H +...? Where do projects come from? Externally initiated projects Your own initiatives Which projects should you take? Project shapes A bin packing problem Questions to ask yourself about projects What if it’s the wrong project? Examples Conclusion: defend your time 5. Leading Big Projects Takeaways The life of a project The start of a project If you’re feeling overwhelmed… Building context Giving your project structure Driving the project Exploring Clarifying Designing Deciding Coding Communicating Navigating 6. Why Have We Stopped? Takeaways The project isn’t moving–should it be? Temporary stops Intentional stops When you’re not the lead but you see a way to help You’re stuck in traffic Blocked by another team Blocked by a decision Blocked by a single $%@$% button click Blocked by a single person Blocked by unassigned work Blocked by a huge crowd of people You’re lost You don’t know where you’re all going You don’t know how to get there You don’t know where you stand You have arrived… somewhere? But it’s code complete! It’s done but nobody is using it It’s built on a shaky foundation The project just stops here … because this is a better place to stop …because it’s not the right journey to take …because the project has been cancelled …because this is the destination! 7. You’re a Role Model Now (Sorry) What does it mean to do a good job? Values are what you do But I don’t want to be a role model! What does it mean to do a good job as a senior engineer? Be competent Know things Be self-aware Have high standards Be responsible Take ownership Take charge More Techniques Create calm Remember the mission Remember there’s a business Remember there’s a user Remember there’s a team Look ahead Anticipate what you’ll wish you’d done Expect failure Optimize for maintenance, not creation Create future leaders To recap About the Author