A Practical Approach to Engineering Leadership

In my previous post on the new engineering leadership skills needed in a devops world, I called for a more systematic approach to developing leadership capabilities in engineering. But I gave no answers. In this post, I’ll share my practical approach to developing leadership capabilities in an engineering organisation.

When developing great software, there are some fundamental questions all engineers have:

• What can I decide?
• Who can make decisions on things I cannot decide?
• Who do I need to talk to or involve when resolving an issue?
• Who determines the targets for what we make, how we make it, and how we go about doing it?
• What is expected of me and what kind of rewards do I get when I meet expectations?

In a small startup team, you don’t really need a lot of these things explicit. The goals, actions, and rewards are mostly shared across the team, and everybody contributes where they see a need. The entire team has the same priorities, the tradeoffs are decided upon continuously, and changing course is done quickly.

However, you cannot grow much as an organisation without introducing slightly different priorities in different teams or roles. You are starting to introduce the cost of coordination. For a while, you can align everybody around the same priorities through some kind of coordination process or meeting that gives you the “top 5 things to work on this week”. But to allow rapid growth you need to at some point allow different people or teams to focus on different priorities. I have seen numerous approaches to solving the resulting coordination problem, and most either introduce too much process or too little.

There is no single answer that works for everybody in every situation. However, if we go to the fundamentals of how to build great software, there are four different areas that always have to be covered in some way:

1. Build high quality code, designs, and other tangible stuff
2. Knowing what to make to solve the customer’s problem
3. Knowing how to technically solve the problems and deliver something that will work over time
4. Knowing how to go about making the tangible stuff like code and actually delivered what’s agreed upon

The skills that go into each of these four areas are very different. And the more people involved, the more coordination and collaboration is needed to make sure everybody is pulling in the same direction. Ideally, you want everybody to be 100% productive, but that is not possible as long as there is some kind of dependency between what people are supposed to do. How do you get the productivity percentage as high as possible?

Typically, each of these responsibilities translates into one of four roles (not individuals):

1. Developers build stuff
2. Backlog owners manage the priorities and the definitions of what is to be made
3. Technical architects determine how to technically solve problems
4. Engineering managers lead people, the process of development, assign the right person to the right task, and ensure velocity

These are roles, not individuals, so many engineers will wear multiple hats. Also, there is one missing part here: the service or product. Each organisation has to break down its services and products (and thus code bases) and group them in a sensible way. Once that is done, it should be possible to identify the developers, backlog owner, the manager, and the architect for each. An engineer can be a developer on one code base/service, an architect on another, as well as manage a deliverable.

This break down into modules and components is absolutely critical to the productivity of your engineering organisation and subject to Conway’s law.

Unless you match the identified ownerships and roles with your modules and components and get that right relative to your organisational structure, you are introducing inefficiencies in your software architecture and how people communicate. This is a continuous process and needs to be adapted to the changing needs with respect to both features and the underlying system architecture.

Going back to the questions at the top of this post (that most people have in a software development organisation), it should now be possible to answer the questions. You don’t have to go through a central manager or (..!) a committee or a process, you can reach out directly to the person in charge who can make a decision. E.g. if you are a backlog owner and you need more engineers to work on your backlog, you can talk to a manager. If you need an evaluation for how to implement a certain functionality, you talk to the architect. If several components need to communicate through an API, you know exactly whom to invite to discuss this.

You thus get an organisation that can resolve most day to day matters without central coordination.

Typically, you will have triplets of lead people for each of your main components: a manager, an architect, and a backlog owner. The development team can thus be productive by getting help from each of these three. Ideally, all three roles/people are co-located physically for highest productivity since high velocity requires quick and frequent touch points.

There are two other roles missing in this picture: if the team is a product team, you need a product manager role (who could also be the backlog owner, dependent on skill set). If your component or product has a UI, you should also have a UX lead who can work with the backlog owner and product manager to get clarity on the deliverables. See also an earlier post on the backlog and the product owner role.

This model is also good for training and career development. There are four areas where skills can be built dependent on individual interest. As engineers grow from juniors to become more senior, they will take on more roles and expand what they take ownership of. Some may want to take on manager roles and lead teams. Some may want to deep dive in a very narrow technical area and become lead architect.

Remember that any changes in an organisation will take time. You need to repeatedly clarify the expectations, the opportunities, show that real authority to make decisions come with these roles, and systematically encourage people to take ownership. And if people are uncertain, you need to exemplify what concrete tasks and actions are necessary and expected.

The reward is an empowered engineering organisation that can deliver great software with high velocity!