TPS Talent, LLC.’s Post

Why work with an engineering consultant? Think of it this way: it's a way to boldly expand your business while hedging against risk. If you normally have 12 projects per quarter, but see the opportunity to do 15, what do you do? Do you risk overworking your team, or play it safe but forgo any potential business growth? The solution is right in the middle: hire on a consultant to assist with the extra projects as needed, and if things go well, you can look at hiring on another engineer once you're done working with us. That way, you can expand your market appeal without having to simultaneously expand your team. Our proven track record with West Michigan clients guarantees that you'll have top-notch talent to start adding value on day 1, no training required. If you're looking to scale up your industry without compromising quality, schedule a meeting with Perception Engineering, LLC and we can be your foothold to the next level of production capability.

Can you help a lead engineer out?   They are looking to become an Engineering Manager.   Their current company has engineering managers but they aren’t technical, so they would be the first.   They need to write.   • A job description • Progression Framework • Goals • What good and great looks like   I’m looking to connect them with Engineering Managers, Heads of Engineering, Directors of Engineering and CTOs.   Comment or DM me if you could help.   #softwareengineering #softwaredevelopment #careerprogression

The three focus areas of an Engineering Manager: 1. Ensuring delivery that's aligned with company goals, 2. Building and sustaining a high-performing engineering team, 3. Supporting the success and personal growth of the individuals on the team.

5 reasons why the Engineering Manager role is so demanding. Having been an Engineering Manager myself, I can confidently say that it’s one of the most challenging roles in tech. Here is why: 1️⃣ Engineering Managers are no longer individual contributors but need to be very hands-on in different ways. This apparent dichotomy is sometimes hard to crack and can lead to a sense of “identity crisis”, but mastering it is key to success. 2️⃣ Engineering Managers need to be very versatile. On any given day, they face a very diverse set of challenges that require a very wide range of skills. The ability to switch gears rapidly and tackle these diverse challenges is essential. 3️⃣ Engineering Managers are the bridge between teams and senior management. They need to communicate, mediate, and translate asks and expectations from two worlds that are sometimes very distant and often speak very different languages. 4️⃣ The Engineering Manager role is open to many interpretations and flavors. Expectations can differ from company to company and sometimes even from department to department within the same company. 5️⃣ Engineering Managers have the great responsibility of building and fostering a healthy and positive culture. Keeping people motivated and engaged while helping them grow personally and professionally is a truly demanding task. Do you agree? Did I miss anything?

Yesterday someone said to me that the true Engineering Managers job description is: To enable really smart people to make them look good. I think in truth there is a bit more to it than that phrase. I like that they have included the word 'enable' and that they are highlighting really smart people. If I had to try and rewrite this in the same vain perhaps: To empower and enable really smart people to achieve business outcomes and deliver business value. How you empower and enable those is the art of Engineering Management.

I've been thinking about what an Engineering Manager's job entails. I found that it's a mix of the following: 1. People Management - Focuses on who is doing the work and how they continue to meet expectations, thrive, and stay motivated. 2. Project Management - Focuses on how the work is getting done, when it will be done, and what kind of coordination is needed.  3. Stakeholder Management - Answers the questions: Is the right work getting done? Is it getting shipped timely? Does everyone know what is being shipped and when? 4. Technical Representation - Is the work getting done in a way that enables us to achieve our long-term goals? Are the expectations reasonable? This enables us to bridge the gap between the engineers building the software, and everyone else in the company. 5. Strategy - Ask the question: What does success look like and how do we continuously work towards it? 6. Org-Impact - This is a continuous reflection and execution on how we foster an environment where engineers continue to thrive and we attract and hire the right people for the job. - See this post on my substack with a concise (but not so neat) image detailing the various tasks.

Engineering Management is a technical discipline, not just a set of "people skills". To command the respect of your team, they must see you as technically credible. Engineering Managers that don't stay in the code risk making themselves technically obsolete. Your ability to communicate with other departments, such as Product, Design, and Marketing is easier when you're confident in your ability to evaluate how easy or difficult a feature is to implement. It's certainly possible to be a good non-technical manager, but you face a very steep uphill climb. #softwareengineering #engineeringmanagement

Today's senior engineer role is severely deflated. 📉 It's not technical skills, education, years of experience, or building high-quality solutions that define senior engineers. It is the ability to influence decisions and significantly improve a team's or organization's environment that defines them. It's not only about how well senior engineers can do their own work. It's more about how they can help others do their work well. It is a leadership role in the first place, the technical leadership one. What the majority of senior engineering positions are today is perfectly suitable for a mid-level role—designing, building, delivering, and maintaining decent solutions. Let's be honest, many "seniors" with lots of years of experience haven't managed to reach even this level yet. This distorts the role even further.

Are you in Systems Engineering, new to the field (1-2 years), and looking to get that extra jump start to your career? Read below for a tip many overlook - plus an extra pro-tip! Want to get picked for the "cool" projects? Line up a lead systems engineering role a few years down the line, or even move into engineering leadership (management)? Then something you can do as a new Systems Engineer is to focus on helping be the solution to the issues facing management. These are often related to scope, cost and schedule - but not always. In the past, I spent extra time on presentations we were giving to customers. While not my "day job", management really wanted these interactions to go well. Recently I was working in a systems team - and we had some difficulty developing some requirements. GREAT! I'm super at writing requirements from needs statements, CONOPS, and early rough drafts. HOWEVER that was not the problem management wanted me to solve. They wanted to solve the problem of the line engineers being too busy to meet consistently enough to develop the requirements themselves. This for me, was not an authorship task - but a herding-cats task. I then when on and facilitated about a year's worth of meetings, with 1-2 per week, walking through requirements, sequence diagrams, even a few use cases. At the end, the right artifacts were developed - specifications, diagrams, process flows - BY THE RIGHT PEOPLE management wanted to work this task. In short, leadership was very happy with my work - and it even led to a promotion! More importantly I became known as being able to solve a teaming and people problem not just a requirement problem. This in turn helped me get my current engineering spot on a highly-visible program with a tight deadline and a lot of technical content. If this is what you want also - getting the inside track for the key assignments in systems engineering by increasing the types of problems you can solve - then at least occasionally step into management's shoes and try to solve some of their problems. Extra pro-tip: do this, WITHOUT BEING ASKED FIRST! COMMENT BELOW, what you think. Has this worked for you? Is this something you are willing to try? #systemsengineering #management #engineeringleadership #softskills LinkedIN is where I post my new content: https://lnkd.in/gtc9RzQx

#hiring Project Engineer, Austin, United States, fulltime #jobs #jobseekers #careers #Austinjobs #Texasjobs #Engineering Apply: https://lnkd.in/gETDUNWg RESPONSIBILITIES: Must be a self-starter and able to work independently and as part of a team. Work habits should include attention to detail, commitment to meeting project schedules, as well as a desire to continually take on new and challenging tasks. Lead all technical aspects of test and measurement systems from project conception to completion in coordination with the System Engineer. Interprets all aspects of the system design architecture and how each requirement is met by the design. Understands the underlying design steps required to implement the design