If you’re a VP of Engineering who proudly shows improving Velocity and related metrics to your CEO, watch out! Your CEO probably doesn’t know what she is signing up for and certainly doesn’t care about actual story points or Velocity, so showing these to her is only decreasing her trust in your ability to do the job.
Many companies have already begun the process of building next year’s budget. If you are a technical or engineering leader, here’s what you should be thinking about.
You never know when an investment or acquisition offer might happen, so it’s best to be prepared! What are the key things you should be thinking about as a technical or engineering leader of your company?
Cost capitalization and R&D tax credits may not traditionally fit into the role of CTO or VP of engineering, but they can provide big benefits to your company. It’s important to work with your finance team or CFO to understand if they apply and how you can help.
In order to ensure the engineering team is aligned with the needs of the business and is making sound decisions, we might consider using ROI to weigh the costs and benefits of those decisions.
As technical leaders, we often field impractical or irrational product requests and demands from other teams. Our visceral response is to just say, “no,” but that can cause friction. Instead, adopt a transparent and business-oriented approach to internal product communications to garner support and help the company make better decisions.
How should we rethink our product and engineering strategies and build a roadmap when resources are scarce?
As an engineering leader, a data-driven approach to management and reporting will only help you. If if you don’t make the effort to generate engineering metrics, others will do it for you, and that can have some severe ramifications.