equating engineering management with project management and project management with PERT, we added little value for many years.
Today they’re surrounded a vast army of scrum-masters and evangelists, recycling (competently, mostly) the same insights, and an even larger crowd performing half-assed renditions of steps learned by rote: “Yeah, we do agile. We have a standup every day.”
Drucker saw it coming. In the ’80s, he predicted the rise of the “information-based-organization”.
The traditional definition of management is “getting things done through people”. Former Intel chief Andy Grove recognized this when he recommended we “measure managers based on their team’s output”.
Now engineering managers divide much of their time between status reports (which often say nothing of how the work is progressing), and a growing load of HR paperwork.
There is little that might be construed as “making the future happen”. Instead, we tend to the career aspirations of our charges, show or feign an interest in them as people, provide formal feedback as needed for legal and compensation purposes, mediate disputes, put under-achievers on “performance plans” and carry out the occasional firing. All the while the hackers themselves tend to the business of building things. Our new responsibilities are valuable, but they’re not management. We have become social-workers.
как-то незаконченно воспринимается статься ...
original
Today they’re surrounded a vast army of scrum-masters and evangelists, recycling (competently, mostly) the same insights, and an even larger crowd performing half-assed renditions of steps learned by rote: “Yeah, we do agile. We have a standup every day.”
Drucker saw it coming. In the ’80s, he predicted the rise of the “information-based-organization”.
The traditional definition of management is “getting things done through people”. Former Intel chief Andy Grove recognized this when he recommended we “measure managers based on their team’s output”.
Now engineering managers divide much of their time between status reports (which often say nothing of how the work is progressing), and a growing load of HR paperwork.
There is little that might be construed as “making the future happen”. Instead, we tend to the career aspirations of our charges, show or feign an interest in them as people, provide formal feedback as needed for legal and compensation purposes, mediate disputes, put under-achievers on “performance plans” and carry out the occasional firing. All the while the hackers themselves tend to the business of building things. Our new responsibilities are valuable, but they’re not management. We have become social-workers.
как-то незаконченно воспринимается статься ...
original
