Engineering Management

At Devoxx UK in London, I caught up with Eoin Woods - co-author of three software architecture books and former CTO of Endava, to find out why beautifully designed systems still break in production.

At a CTO Craft Dinner in Toronto, I sat down with engineering leaders from more than a dozen tech companies and asked where AI has actually landed. The free-for-all is over and we need to be realistic.

There is a gap most engineering leaders prefer not to explore: the distance between the clarity they believe they're projecting and the confusion their teams actually experience.

The case for cutting junior engineers looks airtight at the CFO level, but wrong from every other perspective.

Yet, 90% of engineering leaders investment in AI tools is their priority.

So you’ve managed to hire a senior engineer. Phew, they should start doing their magic now, right?

Why do new features sometimes take so long to release? Are delays due to inefficiencies in development, or are there more complex factors involved?

Performance management for engineers often carries the label of a necessary evil. Anton Kazakov offers a fresh way to approach it.

By focusing on clarity, team composition, synergy, empowerment, and continuous improvement, leaders can build high-performance software teams.

Being an Engineering Manager is almost like being a magician.

How do you determine whether to motivate your colleague towards progress or to respect their autonomy?

By understanding and leveraging these four metrics, Engineering Managers can make more informed decisions and lead their teams to higher performance levels.