Como os profissionais de Gestão de Engenharia podem resolver problemas comuns?

Before the start of the project, PI or an initiative, having an internal discussion and listing of all the dependencies – both internal and external, - dependency of our team on others and others on us, needs to be listed/well documented. Post that, setting up meeting cadences with the external stakeholders for regular updates and understanding the progress helps a lot in maintaining transparency, identifying issues earlier and helps in preparing for potential impacts.

Communications issues are one of the major concerns & challenges for the project which can affect project negatively and engineering management in particular. Therfore, it is imperative to define & implement the followings at the start of any project: 1) A clear scope matrix defining scope, the responsibilities, battery limits, responsible person, etc. 2) Administrative and engineering works process & procedures supported with process flow charts for clear understanding by all parties. 3) A clear communication matrix within the project team and with external parties. Above should be supported with suitable collaboration tools & Construction & Engineering softwares in addition to conduct quality audits throughout the project lifetime.

One thing I found very helpful regarding communication is to establish the culture of engagement. To provide a few examples: 1. Avoid surprise: The internal team and leadership should never be surprised by outside information. This thumb of rule is a rough guideline to help balance when and how often we should communicate. 2. Inclusive: Please don’t simply assume the audience knows as much context as you do. Be mindful of different styles and make room for everyone to participate. 3. Trust and always assume good intent: We are on this together. 4. Be positive: Focus the communication in the positive side. 5. feedback: Timely, clear, direct, yet private. Focus on future instead of past.

Establish a process with checkpoints which identify who the stakeholders in each milestone are and make sure they're present in discussions. Seems obvious enough but if this is overlooked you may not get everyone needed involved. An initial checklist with all common stakeholders so you can collectively discuss in a kickoff meeting is key to identify early on the road who should be involved in the project/task at hand. When everyone is in agreement they need to collaborate, a sense of ownership takes place that fosters collaboration towards being successful as a team.

Efectivamente la clave del éxito en este ámbito es saber comunicarse de manera efectiva con distintos interlocutores... Todos deberíamos saber que no se puede tener el mismo "estilo" con un CEO que con el equipo directo de trabajo. Lo que a mi me ha resultado a lo largo de mi carrera es empaparme de la realidad de los distintos cargos y funciones para saber entender realmente los problemas a los que se enfrentan mis equipos. Es necesario dar el consejo, opinion o feedback desde la posición afectada; esa es la clave de las relaciones interpersonales.

If project is short term then detailed scope documentation is better idea. In long term project scope creep is common problem and only solution is that you need to divide it in atomic requirements and then use agile or your favourite method to implement it and plan further.

Setting clear scope of work gives opportunity to all service providers to arrange timely material, Manpower and logistics. 5 to 10% increase or decrease in scope of work is managable. We must review progress of project closely and in case Increase in scope of work, award separate work order to another contractor if existing contractor has limited resources. It will help in maintaining quality supervision and product both.

Scope changes are a natural part of the startup journey, requiring proactive management. To navigate these changes effectively, it's important to establish a clear change management process. This includes having open communication about potential deadline changes (up to X weeks) and ensuring stakeholder agreements on resource allocations.

The best way to prevent scope creep is to be tasked with solving a problem or improving a metric, rather than creating a feature.

Scope creep is a reality of almost every software project rather than a problem - and should be treated as such. Every piece of the new scope comes with two questions: 1. Is it mandatory? Can it be done in the future increment/iteration/release or must be done now? 2. What price stakeholders are willing to pay for it? in most cases it won't be just about money - but rather about shifting timelines and/or taking out something from the current scope to make room for the new one. If you, as an engineering manager, are lucky to have a healthy working relationship with your stakeholders, then scope creep can be easily handled by acting upon answers on those two questions.

In order to manage resources best and to avoid resource shortage, it is important to iteratively collect all the resource information at the beginning of every sprint/project. It involves clear communication with relevant stakeholders, which includes the development team itself, to count in their capacity. This, coupled with an estimation of items in the sprint/project, and product priority should be able to allow Engineering Managers to balance resources efficiently and make the right call. These decisions should then be communicated clearly to the client, which enables transparency and eventually the formation trust.

Having an alternative plan ( plan B) for dealing with resource uncertainties during project execution for key milestone deliverables should help.

Proposed Solution:Unified Communication Platform: Implement a centralized communication tool (e.g., Slack, Microsoft Teams) to streamline communication, share updates, and collaborate in real-time. Regular Team Syncs: Schedule weekly team sync meetings to discuss progress, address concerns, and align on priorities. Establish clear communication protocols, such as response times for emails and messages, to promote transparency and accountability. Feedback Mechanism: Create a feedback loop where team members can share suggestions, raise issues, and provide input on improving communication practices. Training and Support: Provide training sessions or resources on effective communication techniques

To begin with it's important to lay down a fundamental truth: "shit will happen". So the play is to reduce the likelihood of it to happen. In IT engineering there are a couple of patterns that cover the majority of the problem: TESTS and SMALL ITERATIONS. No need to explain a lot on tests: it's needs to be by default in the "definition of done" of any feature. Yes it will take time and all levels of management need to be aware and cool with it. Cutting on tests is foolish and unprofessional. Small iterations are an old Agile concept: work with small testable changes, release often with a proper Continuous Integration, Delivery, and Deploy. Small iterations also force to break down a problem in atomic pieces, helping analysis and planning.

Time, cost and quality. These are the main points that Engineering manager should focus on. Many problem solving tools are well known like root cause analysis, fish bone diagram, 5 why, ishikawa are help to reach the root cause of any problem but adding your inputs through this tools properly requires from you a fair technical background, being aware of common errors either human or manufacturing error, organized way of thinking and analyzing. Then it is time for actions, the outcome of this analysis is suitable action to be taken to elimante such problems and finally monitoring and follow up achieving the actions to control such issues to prevent problems to be repeated.

Generally, your primary responsibility as an Engineering Manager is to remove obstacles and shield your team from non-technical issues. This involves engaging stakeholders, collaborating with leadership to develop a clear strategy, and ensuring effective communication within your team.

Handle technical problems by not only using your technical knowledge but by involving your team's expertise. Don't hesitate to consult external experts if needed. Apply best practices for documentation, quality checks, and risk management. This ensures project quality and timely completion.

A manager needs to understand that his role is a SUPPORT one: you move from being responsible for the job to being responsible for the people that do the job. Responsibility is intended at 360°, touching both PROFESSIONAL and PERSONAL spheres. Professionally the main focus is to give OWNERSHIP via allowing autonomy, giving work with clear impact, leaving space to grow skills. Personally, the "kind leadership" approach is what works best, providing clarity and direction without forgoing EMPATHY; this requires a real and sincere personal rapport with your reports (without falling in the ridiculous place of "we are a family").

Choose a leadership style that fits your team and situation. Seek feedback from peers and learn from both successes and mistakes. This approach enhances team morale and performance, making you a more effective leader.

Leadership challenges in projects may include fostering effective communication, managing diverse teams, making timely decisions, handling conflicts, and adapting to unexpected changes. Leaders must also balance assertiveness with collaboration, inspire motivation, and ensure alignment with the project's overarching goals. Navigating these challenges requires a combination of strong interpersonal skills, adaptability, and strategic thinking. Find your Style and don’t be afraid change, adapt, improvise and overcome!

In my opinion, focusing on internal team communication is crucial to effectively share strategy, business objectives, and leadership feedback. A great initial step is to establish a regular cadence of all-hands meetings for your team, which includes leadership participation.

To tackle leadership challenges in engineering management: Enhance leadership skills like emotional intelligence, communication, and decision-making to effectively motivate and manage your team. Adapt your leadership style to fit various situations and team dynamics, ensuring effective delegation and team empowerment. Seek continuous feedback and mentorship for self-improvement and to address diverse team and project needs. Balance technical expertise with managerial responsibilities to lead your team towards successful project outcomes.

In my experience what an Engineering Manager needs to address are 1. Resolve communication gap and facilitate transparent communication intra and cross team. 2. Help to identify and resolve blockers 3. Identifying proper scope of project, have clear milestones and objective and proper plan 4. Making the architectural decisions before team dives into development Most importantly "having the right people doing things right". Trust your team, don't micro manage

In my experience , tackling common problems effectively involves a blend of strategic planning, clear communication, and adaptability. I start by breaking down each problem into manageable parts, then brainstorm solutions while valuing diverse perspectives. It is about combining methodical analysis with creative thinking; or in other words, it's a mix of careful planning and creative problem solving!

Engineering management professionals can solve common problems by employing effective communication, fostering collaboration among team members, prioritizing tasks based on impact, implementing efficient project management methodologies, and staying adaptable to changes in technology and project requirements. Additionally, they should actively seek feedback, encourage innovation, and cultivate a positive work culture to enhance problem-solving capabilities within their teams.

In my opinion, Engineering Management professionals can solve common problems by fostering open communication, addressing conflicts promptly, and promoting a collaborative team culture. Implementing agile methodologies enhances adaptability. Prioritize clear project goals, leverage technology for efficient workflows, and conduct regular performance evaluations. Encourage continuous learning, support professional development, and foster a culture of innovation. Strategic planning, risk management, and proactive problem-solving contribute to successful outcomes in engineering management.