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When I started my career in the technical industry in 2006, there was a common opinion that was disseminated in the software engineering community: poor software engineers will eventually become managers.
Technology Background Meaning
Although they never like the attitude of the protection of “real” self-proclaimed engineers, it must be said that their opinion was supported more than a simple feeling of law. The reality was that most of the managers who worked with former engineers had little experience in the field or that people had wallpaper in non -technical rather than technological fields.
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At that time, we hoped that with the natural evolution of the industry, new leaders and managers with stronger technological history would have appeared the advantages of the discipline.
Unfortunately, after more than 10 years, the real situation has not changed; Instead, the engineer’s point of view has changed. Nowadays, this is generally accepted and sometimes very precious to have software engineering managers without limited experience. After all, they can always get the MOOC on the web or read books, it will be enough for what they need. I strongly disagree with that.
One of the most important skills of managers is to understand the needs of both parties and to communicate effectively
Software managers work in the middle of the place, between the commercial side and the technical side. One of the most important skills of managers is to understand the needs of both parties and to communicate effectively with the other. Understanding the influence of decisions requires a deep level of understanding of two contexts.
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For example, let’s say that the engineering team wishes to use a new language for a new project. Okay, innovation is important and desirable, but what does it mean to use a new language?
It is important to understand what is the real advantage of the language which is chosen on the meaning we must provide. What is a language curve and reconciliation with team capacity and offering a job market. In addition, the team will have to create new development environments, new tools, new libraries, books, new CD / CDs, new practices and possibly new infrastructures to take charge of different environments.
A manager who has experienced experience has the skills and knowledge necessary to achieve all these results?
Now the question arises: does the manager have an experienced experience, does he have the skills and knowledge necessary to achieve all these results? How will this manager support external stakeholders if they need it? And how harmful can it be without realistic expectations?
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The same goes on the other side. For example, technical debt is one of the most difficult problems to understand technicians. Whatever way you paint it, non -technical people always try to assess this difficulty. To understand the technical debt, you must know its character and what it brings, especially if we are talking about architectural debt.
… In the end, it is a manager who does not need to communicate with the technicians on the results…
But how can managers know that if they do not have knowledge of cod models or design models? Many will answer that they trust the engineers. Yes, confidence is fundamental, but ultimately, it is a manager who should not contact non -technical people on the results of this choice. In order to specify it, otherwise you will end up repeating what someone said to support your position without any real knowledge.
I firmly believe that if you were an effective manager, you first had to create a solid and deep knowledge of technology, at the same time investing a certain time in general skills and management. Without the necessary technical knowledge, the risk of making ego oriented decisions, focused on the impact, is really high and this will lead to a team of bad performance and a company
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