Inspiring The Next Generation of Women in Tech #womenintech #engineeringmanager.

I have multiple resources on being and becoming an effective engineering manager on my blog that you may check out.

The first year is usually about learning on the job as being an engineering manager is a completely different role to being a software developer.

There are always edge cases, but generally speaking, it takes about 5 - 7 years for a software developer to become an engineering manager. Once they become an engineering manager, it then takes about 2 - 3 years before they become effective in their roles.

How many years of experience does one need to be an engineering manager in the tech industry? #engineeringmanager #management #techlead #leadership #cto #techleadership.

and 10% after build as the project wasn’t that complex to roll out.

There was also a tech lead dedicated to the project. So I spent about 30% of my time on getting the project plan and requirements ready, about 20% on build phase, overseeing and sometimes helping out with code reviews, making technical architecture decisions.

#agile #projectmanagement #engineeringmanager #digitaltransformation #productivity . For project Y, it was a high visibility project for the company but the technical complexity wasn’t huge, team members were co-located and there was only one external dependency on the project.

I was essentially spending more than 80% of my time on the project at all stages, during requirement analysis (pre-build), during build to facilitate integration and plan e2e testings, after build for deployment and impact analysis and so on.

Let me pick two examples. For project X, it was a very complex project with many moving parts and contributing teams were across the entire company. 200 people were involved in the project.

Factors such as complexity of the project, size of the project, number of engineers, seniority and tenure of engineers as well as other members within the project such as designer, product manager, and the constraints (budget, time, business criticality) that the project has.

In the last decade of my career working as a engineering manager, I have to say the time spent on each phase of project lifecycle varies depending on many factors. .

What is the ideal amount of time to spend on each phase of the project life cycle in your role as an engineering manager or leader at your company and why?.

It's crucial for organizations to move beyond lip service and take tangible steps to promote diversity and inclusion, such as setting clear diversity goals, providing diversity and inclusion training, fostering an inclusive culture, and holding leaders accountable for progress.

5. Can you share your thoughts on how our diversity initiatives could potentially influence our business strategies, customer relationships, and overall corporate culture?.

4. How do you think we can ensure that our diversity initiatives are not just top-down but also embraced at the grassroots level within the organization?.

3. How do you plan to measure the progress and success of our diversity initiatives, and what specific outcomes do you hope to achieve in both the short and long term?.

2. What are the concrete steps you envision our organization should take to transition from simply being aware of diversity issues to taking definitive action?.

1. How do you currently perceive the state of diversity within our organization and what do you believe are the key areas that require immediate attention?.

However, to give every company and executives benefit of the doubt, I suggest you start with asking thoughtful questions when you want to understand what they are thinking about diversity and moving from awareness to action.

This can manifest in a variety of ways, including lack of representation in leadership roles, unequal opportunities for advancement, and a corporate culture that doesn't truly value or respect differences.