- ペーパーバック: 244ページ
- 出版社: O'Reilly Media; 1版 (2017/4/2)
- 言語: 英語
- ISBN-10: 9781491973899
- ISBN-13: 978-1491973899
- ASIN: 1491973897
- 発売日： 2017/4/2
- 商品の寸法: 15.2 x 1.5 x 22.6 cm
- カスタマーレビュー: 評価の数 171
- Amazon 売れ筋ランキング: 洋書 - 33,683位 (洋書の売れ筋ランキングを見る)
The Manager's Path: A Guide for Tech Leaders Navigating Growth and Change (英語) ペーパーバック – 2017/4/2
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Camille Fournier is an experienced leader with the unique combination of deep technical expertise, executive leadership, and engineering management.
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It focuses very specifically on the challenges of combining technical focus with leadership and/ or management, and steps through roles from hands-on development, through mentoring, tech lead and various levels of engineering manager all the way up to CTO. Along the way, it gives a realistic and well-thought-out sense of what these roles are (and are not), how they differ from lower roles and from subtly different roles at a similar level, and how to succeed at them.
The most interesting thing I took from it though was that the understanding you can gain about the hierarchy of technical leadership roles is useful at all levels, including what we would call "individual contributor" roles (i.e. doing technical work with no direct reports). Engineers at a relatively early stage in their careers can benefit from the first few chapters, which cover what to expect from your own manager, how to start mentoring and how to consider whether long-term you are more interested in management or technical tracks. Equally, having done some low-level management over the last couple of years and now seeking to return to more of a senior technical/ architecture role, I still found the later chapters (about senior tech management roles) fascinating, because I know that even if I never take on those exact roles, understanding the responsibilities and thought processes of those who have them will make me much more effective in working with them and advancing my own ideas.
It is a map of non engineering career moves in an engineering career.
It moves through many stages, however uncomfortable, an engineer may find themselves in. How to seek out more responsibility, how to just quietly test the water, or jump head first into a more senior role.
Too many engineers seem to move in senior positions now that simply haven't put the time in to understand the nuances of business, of people, and of social interaction on all levels. Just because you're an amazing python programmer shouldn't be a promotion to looking after the team.
All management should make their engineers read this who aspire to lead, no matter if in projects or with people.
If you are a new technical manager or an old hand I think there is something for you here.
The way it was written was also very inclusive and engaging.
I especially recommend this to engineers considering taking on any sort of leading role.
The constant of the book is how a manager must hone her managing skills: not just themes like culture, leadership, feedback and performance management are discussed but challenging situations are also addressed.
Besides the hardships of management, the book also thrives on defining the responsibilities of each level: from mentoring junior staff to the delegation and efficient collaboration. Maybe it is the only book that has this kind of documentation (in the context of software organizations), also nicely summarized in the career ladder shared by Fournier on Chapter 9 (Creating Cultural Policy).
However, I believe that some advice on structuring and processes was ill-made, where I highlight the childish treatment of process czars. The bulk of the book centers on middle-managers, who benefit a lot from the data generated by iterative processes (e.g. Agile methodologies) or flow-based methods (e.g. Kanban).
Indeed, understanding the underlying theories of these processes helps a manager to structure and develop in the organization capabilities like sustainable development pace, organizational agility, and continuous improvement. It is also counterintuitive, as the author highlights preconditions and capabilities (e.g. Create a Data-Driven Team Culture topic on Chapter 7) required for work excellence that is justly found in the body of work of Agile, Lean and, especially, Kanban (Kanban Maturity Model by David Anderson is a must-read).
The aforementioned observation does not taint The Manager’s Path, which still stands as a recommended read. It explores well themes like culture, leadership, feedback, performance management and it is maybe the only book that documents management roles for software organizations.
Dieses Buch ist genau auf Techniker zugeschnitten, die jetzt Menschen führen sollen. Es adressiert genau die Probleme und Sorgen die bei mir aufgetreten sind. Wer sich plötzlich in einer Technical Lead rolle wiederfindet, und total unsicher ist, sollte dieses Buch lesen. Es wird einem erkennen helfen, ob die neue Rolle etwas für einen ist.
Es hilft dabei zu erkennen, was Teil des Lernprozesses ist, und was bleibender Bestandteil einer Manager-Rolle. Dabei wird nichts schön geredet. Beide Karriere-Wege (Manager und Techniker) haben ihre Vor- und Nachteile. Immer wieder kommen andere Manager kurz zu Wort und reden offen über ihre ersten Eindrücke nach "Beförderungen".