How can Engineering Managers meet the needs of their clients?

My experience says to understand the customer first. What do they stand for, what do they represent themselves as. Knowing the customer makes you a partner and not a supplier. Then you listen, then listen a bit more, then have a discussion to make sure you understand the goals and constraints.

Engineering managers meet client needs by understanding goals and clarifying scope through regular meetings, contributing to effective project planning, maintaining transparent communication, adapting to changes, and ensuring a commitment to quality assurance and continuous improvement within the team.

It is very important to understand client's short term goal and long term vision. We need to enter into his domain to understand pain points. Understanding of his domain knowledge also help to find edge cases of that system. That is crucial for better planning.

Understanding goes beyond merely acknowledging needs; it delves into uncovering the underlying reasons behind those needs. Often, clients perceive symptoms without identifying the root cause. Thus, delving deeper to comprehend the fundamental reasons behind these needs becomes pivotal for crafting effective solutions that truly address the core issues.

Es bastante importante "salirnos de la caja". Entender más allá del requerimiento inicial. Aunque suene tonto, pero muchas veces los clientes no saben lo que quieren, y es ahí donde podemos destacar como asesores y no solo como "toma pedidos". Que nos vean como alguien que quiere ayudarles y no venderles.

Managers can meet clients' needs by executing projects with different approaches like agile methodologies, incorporating cutting-edge technologies, encouraging client collaboration, managing risks, ensuring scalability, delivering cost-effective solutions, promoting cross-functional collaboration, educating clients, prioritizing continuous improvement, emphasizing data security, and integrating user-centric design principles and ensure that necessary skills have to be there to accomplish the project.

Effectively managing a team of computer engineers on a tight deadline involves several key strategies. Clear communication is paramount, fostering an environment where goals and deadlines are transparently communicated. Prioritizing tasks is essential, identifying critical components to streamline workflow. Delegating wisely, based on team members' strengths and expertise, optimizes efficiency. Regular check-ins allow for prompt issue resolution, maintaining progress. Flexibility in planning is crucial to adapt to unforeseen challenges. Providing necessary resources and support ensures the team has the tools required to meet deadlines. Motivation and support are key elements, fostering team spirit and addressing challenges collaboratively.

Ensure that you understand “tribal knowledge”. During the planning stages, cultivate a relationship with the matrix team that you have been assigned. Be a better listener. Don’t shove your ideas down the team’s throat. If a team member comes up with idea that is of equal importance as yours then work with the team member. This way the staff get recognition. The idea is for the team to succeed.

Muchas veces los clientes vienen con ideas que vieron en congresos, seminarios, etc. Es necesario asesorarlo sobre que tecnologías se adapataran a su contexto y si la misma no excede a las prestaciones que quiere brindar.

Again, highlighting potential risks and deviations from the timeline helps manage expectations. Don't be afraid to be the first one to bring the bad news either, and it's less harmful than being the last, lol. Also very important - do not confuse stakeholders and make sure you checked and you are sure about the update you're going to bring them. It's better to plan pessimistically rather than fail with an optimistic one.

It is also critical to assure all members of your team understand their communication roles with the client, and any client requests or changes must be evaluated to prevent scope/schedule/cost creep.

The manager should inspire the engineering team to acquire new skills and broaden their knowledge, enhancing overall performance in client projects. Embracing a solution-oriented mindset and exploring innovative ideas and technologies can not only add value to the client but also demonstrate the team's capabilities and innovative approach to delivering project outcomes.

One thing I’ve found that helps with the team, is at the end of a day have to team share their ideas, sometimes a team member can bring a different perspective or a different way of doing something that’s swifter and or with a better outcome. In essence, relying on your team to meet different outcomes that are best tailored to the project at hand.

It would also be helpful to establish a direct and rapid response communication for any quality- related issues that occur, and involve the customer in their review and corrective actions.

Mentorship is one of the most important tools in your toolbox, both from a mentor and a mentee standpoint. The benefits associated with the mentor are often clear, there is someone who has more experience and expertise guide you, but the benefits from mentoring others is often overlooked. From a purely growth standpoint, mentoring others helps you look at problems more objectively and shows you what a good mentee looks like. It will actively make you better at what you are mentoring on and makes you a more desirable mentee. In addition to that though, it will help you satisfy the desire of helping others grow in both their professional and personal lives.

Engineering managers tend to be strong on technology and short on management. Situation management is critical. NIH - Not invented here will sow discord. Foster relationships and don’t choose favorites. Don’t talk about one person to another. Project managers need to be able to be swift on their feet. Patience, compassion, humanistic approach to technical matters are all critical. No people skills - no project success.

En mi experiencia, es útil hacer sentir al cliente comprendido y especial. Presentar varias propuestas para brindarle la oportunidad de elleción. Una vez ejecutado el proyecto, realizar llamadas de seguimiento para ver si tuvieron algún inconveniente, etc