When Software Development Concepts Don't Apply

In the fast-evolving landscape of technology, engineering managers / Development leaders often emerge from a background deeply rooted in software development. The concepts ingrained during their software engineering journey not only shape their coding prowess but also extend their influence into various aspects of their professional lives. This article delves into the instances where software development concepts might not perfectly align with the challenges faced by software engineering managers when dealing with people and projects.

1. Single Responsibility and Separation of Concerns

In software development, the principle of assigning distinct responsibilities to each component is essential. This approach minimizes the complexities that can arise when responsibilities are shared between unrelated parts of code.

Thinking about how this inspires engineering managers' way of thinking, where the desire to draw clear lines of responsibility for every team member is instinctive. Managers, coming from a software background, often find themselves frustrated when these lines are blurred or when a team member doesn't fulfill their responsibility comprehensively. This mindset shift is crucial when dealing with human dynamics and processes. It is important to understand that things aren't always so clear-cut. We need to be ready for some overlap and be open to handling those areas that aren't strictly defined.

2. Abstraction

The concept of abstraction in software development is more than just encapsulating intricate details; it revolves around identifying a core value - finding a singular, generic solution for recurring patterns of problems rather than solving each problem individually. This approach involves investing substantial effort into comprehending the problems, uncovering the common thread connecting them, and devising a universal solution to address them all. However, applying this mindset directly to interpersonal interactions can result in a manager incessantly discussing processes day and night! Striking a balance between abstracting processes and focusing on meaningful human connections is essential for effective managerial leadership.

3. Iterative Development

In the software domain, iterative development entails incremental improvements, allowing for quick adaptations and enhancements. Managers versed in this approach might find themselves seeking constant refinements in team workflows and strategies. However, unlike software, individuals involved in a project often resist rapid and frequent changes, as it disrupts their equilibrium. Adapting this concept to the human realm involves recognizing that while iterative development might be a viable approach, it should be thoughtfully implemented, taking into account the human element's need for stability and a gradual pace of change.

4. Error Handling

In software, error handling is a structured process of addressing unexpected issues. For managers, the inclination to treat every hiccup as a bug to be fixed can lead to micromanagement. It's essential to understand that not every deviation from the plan is a problem; sometimes, it's an opportunity for growth and innovation. Shifting from error-centric management to fostering a culture of learning from missteps is crucial for nurturing a resilient and adaptive team.

5. Design Patterns

In software development, developers often employ what they refer to as "design patterns" – essentially common solutions for recurring problems, aiming to avoid reinventing the wheel for each issue. This concept might entice managers to implement standardized strategies across various projects or team members. However, akin to the uniqueness of each software project, individual team members boast specific strengths and growth areas. Adapting management approaches to align with individual needs and project requisites leads to more fruitful outcomes compared to a one-size-fits-all approach.

Conclusion

In the end, while software development concepts greatly shape an engineering manager's perspective, it's important to realize when these ideas don't perfectly fit people-oriented challenges. Being open to change, understanding others, and finding the right balance between technology and humanity are keys to becoming a successful leader. As technology and people continue to merge, effective leadership will be all about bringing these worlds together in a harmonious way.

Disclaimer

I'm writing this article with the help of chat GPT.

The image is taken Bicentennial Man Movie.