This is a draft to be fleshed out, with the goal of pulling complexity out of How to evolve your engineering org.
As an executive, evolving your engineering orgization
can sometimes be a bit abstract: determine the proper size, an appropriate structure,
As a manager, your role is often translating that structure into a functional structure,
a large part of which is layering on organizational best practices as you grow, while avoiding
processes that would overwhelm a small org or underserve a large one.
This article will cover these organizational practices, when to implement them,
and when to sunset them.
One paragraph explanation.
Start at N people, end at M people.
- measurable execution
- coordinate execution across teams (link to “predictability tax”)
- limmit churn: optimize for finished work
Resources to learn more:
- planning process
- career ladder
- different roles (SRE, TPM, etc)
- roles and responsibilities doc when you have multiple roles (EM vs PM responsibilities, etc)
- titles & levels
- perf reviews
- perf callibrations
- structured hiring process