TheEffectiveEngineer_HowtoLeverageYourEf.epub - (EPUB全文下载)

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Contents
Foreword
Introduction
Part 1: Adopt the Right Mindsets
1. Focus on High-Leverage Activities
2. Optimize for Learning
3. Prioritize Regularly
Part 2: Execute, Execute, Execute
4. Invest in Iteration Speed
5. Measure What You Want to Improve
6. Validate Your Ideas Early and Often
7. Improve Your Project Estimation Skills
Part 3: Build Long-Term Value
8. Balance Quality with Pragmatism
9. Minimize Operational Burden
10. Invest in Your Team’s Growth
Epilogue
Appendix
Acknowledgments
Notes
About the Author
Half Title
The
Effective
Engineer
Title Page
The
Effective
Engineer
How to Leverage Your Efforts in Software Engineering to Make a Disproportionate and Meaningful Impact
Edmond Lau
The Effective Bookshelf
Palo Alto, CA
Copyright
The Effective Engineer. Copyright © 2015 by Edmond Lau. All rights reserved. Published by The Effective Bookshelf, Palo Alto, CA.
Visit the website at: www.theeffectiveengineer.com. No part of this book may be used or reproduced in any manner whatsoever without written permission except in the case of brief quotations in critical articles or reviews.
For more information, please contact: support@theeffectiveengineer.com.
Printed in the United States of America.
978-0996128100 (ISBN 13)
Dedication
To my parents whose hard work and sacrifices made my opportunities possible
Foreword
My first job out of Stanford’s Computer Science program was as a Product Manager at Google. It was an amazing first job. I shared offices with engineers who had written the textbooks I used in college. I helped create Google Maps, which is still my proudest achievement as a product designer and engineer. And I learned how to be effective on large scale software projects. By the time I left Google to start my first company, FriendFeed, I had worked on so many projects at scale, I felt extremely confident I could start one myself.
However, being a product manager at a large company is different than founding a startup. For one, you are judged differently. While, in theory, product managers are judged on the success of the products they work on, in practice, large companies also judge product managers on their ability to manage all the people and departments that have a stake in a product’s outcome. Did you engage the PR team enough time before launch? Did you integrate your product with the CEO’s pet project? Did you convince the competing executive of your product direction before the big executive review? At software companies that aren’t a ............

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