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Lecture 03

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Anton Fajardo
Anton Fajardo

This document discusses the role of a technical lead in software engineering. It describes that a tech lead owns the technical vision for a project, collaborating with other leads to design system architecture and components. The tech lead must be visionary, pragmatic, a good communicator, and able to delegate work effectively. Additional responsibilities include guiding development, ensuring quality, and troubleshooting technical issues. The document outlines the tech lead's involvement at different stages of a project's release cycle.

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CEN 4021 SOFTWARE ENGINEERING II I N S T R U C T O R : A N T O N F A J A R D O A TECH LEAD ROLE
TECH LEAD ROLE 1 Owns the Technical Vision Collaborate with track leads on the technology vision of the release Joined at the hip with the release PM Create models and assess alternative approaches Prepare compelling architectural artifacts and presentations Take a holistic system viewpoint Subdivide a complex application, during the design phase, into smaller, more manageable pieces Grasp the functions of each component within the Enterprise Understand and designs the interactions and dependencies among components Communicate these concepts to developers and team leads
CHARACTER TRAITS 2 Visionary Pragmatic People Person Sensitive to Non-Sense Incredible Delegator A Kid in a toy shop Passionate about Quality and Excellence
CHARACTERISTICS OF A GREAT TECH LEAD 3 Visionary You must be able to articulate a convincing portrait of the future and of how to get there. Leadership is about change, because anyone can preside over a bunch of people milling around going nowhere. To lead change, you have to present a compelling vision of the new reality (notice we used reality and not future here) because your role is not just about envisioning the future, but modeling the way and making the process of achieving it seem exciting and worthwhile. Being visionary means several other foundational traits you are creative, inquisitive, investigative, tolerant of ambiguity, and excellent at working at an abstract level. Modeling the way means you make the time and personal commitment to get your hands dirty you truly own the designs and you are in the code. Pragmatic Your day-to-day decision making must be grounded in reality. If you indulge in wishful thinking about the practicality of your solution or the capabilities of your team, or for that matter, use excessive cynicism while attempting to play it safe, sooner more often than later, your decisions won't be accepted and if they are, they will result in failure. Dont do it. Be practical, authentic and real. Understand what you dont know as well. The key determinant of pragmatism is being able to see from and sell to multiple viewpoints and to use this perspective to inform your views and decisions.
CHARACTERISTICS OF A GREAT TECH LEAD 4 People person A lot of your job is motivation, and to motivate people you have to understand them, empathize with them and know what creates a win for them as individuals within the result that is the solution we are building. You are sensitive to where the power is on your team and within your client organization. Not just the political or economic power as determined by title or who signs the check, but also the people with emotional and intellectual power. You tend to leverage emotional and intellectual power yourself, preferring these over political power. Sensitive to nonsense You need a state-of-the-art nonsense detector to wade through all the inaccurate, incomplete and sometimes misleading information that will inundate you every day. Your nonsense detector must avoid what statisticians call Category 1 nonsense and Category 2 nonsense errors. You encounter a Category 1 error when you fail to recognize nonsense. You experience a Category 2 error when you mistake something legitimate for nonsense.
CHARACTERISTICS OF A GREAT ARCHITECT 5 An incredible delegator In the end, your longevity in your role and career success depends entirely on the delivery of high quality working systems and the technical leaders you help grow. This means giving your best technical people assignments, getting them to make commitments and live up to them. And inspiring your full team towards nothing short of excellence. While this may seem basic, this ability is exceptionally rare. You have realized that you are an effective delegator because you are also a great teacher and coach. A kid in a toyshop You personally preside over stuff that would have made Issac Asimov faint dead away in astonishment. The technology we design, install and manage, with all its warts, zits and bugs, was unimagined when you were born. This is really cool stuff. Your team members, or at least the best of them, get paid for their hobby. They do this stuff because its way cool. So should you, because otherwise why would you put yourself through this? There are easier ways to make a living, and unless you have a passion for the technology and what it can do, youll hate your job, youll disparage the people who make you succeed, and in a very short period of time, youll fail. Passionate about Quality and Excellence You personally live and drive your team towards excellence, painting a passionate vision for what Quality means, and inspiring your team to practice Quality behaviors daily
TEAM LEAD ROLE IN DETAIL 6 Own the process of your project and ensure the highest quality construction Own the work approach and estimation metrics Be relevant and contribute to the technology roadmap Ask questions and be inquisitive across tracks Identify technical skills gaps and ensure they get filled, in some cases by personally conducting training Write exemplary code, and teach others to do so Be in the details trust and verify Troubleshoot and solve thorny technical issues Perform root cause analysis and implement mitigation plans to avoid recurrence Inform priorities among competing demands on the technical team time Minimize waste
TEAM LEAD ROLE IN DETAIL 7 Understand and communicate the impact of changes on the solution and work effort Lead from the trenches, above, and everywhere in between Communicate effectively with your PM, Tech lead and team Sell the technical and quality vision and keep it alive Listen and take the pulse of your team and technical clients Be a trusted adviser to your internal client Be a role model for the technologists on your team Help developers and internal clients see the value of architecture and quality processes Motivate your team to strive for quality and efficiency in everything they do
TECH LEAD ROLE IN A PROJECT 8 Release Kick off Collaborate with PM on a detailed plan for Requirements & Design phase - Refine release duration and capacity assessment Requirements Analysis and Design Understand BRD Review and collaborate on technical design document Refine story list and Dev. estimate w BA & PM and assist on detailed plan for development phase Development & Testing Guide development of Stories Guide Code Review including Peer Reviews Review project progress with PM and callout potential risks to timeline Provide options to coding problems to get project back on track Release Testing: Participate in defect prioritizatio n and complex bug resolution Dev. Kick off with PM: Review/refine dev. story list and Estimates Refine Resource Capacity vs. Scope Refinement Release End Retrospective: Retrospect the completed release using a checklist Receive feedback from business teams Collect information that will inform planning for the next Release Release Demo: Demo for Business Users Identify blockers for UAT Release Prep: Tech and track leads identified Participate in High Level effort assessment w PM Release Prep Finish Week 4 Week 8 Week 11 Requirements Analysis & Design Development & Testing Release Testing UAT Release Kick off Development Kick Off Release Demo Cut Over Release End Retrospective Begin Next Release Pre-Work Week 1 UAT Kickoff Requirements Collaborate and guide requirements gathering and documentation with SA and or BA if needed

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Lecture 03

  • 1. CEN 4021 SOFTWARE ENGINEERING II I N S T R U C T O R : A N T O N F A J A R D O A TECH LEAD ROLE
  • 2. TECH LEAD ROLE 1 Owns the Technical Vision Collaborate with track leads on the technology vision of the release Joined at the hip with the release PM Create models and assess alternative approaches Prepare compelling architectural artifacts and presentations Take a holistic system viewpoint Subdivide a complex application, during the design phase, into smaller, more manageable pieces Grasp the functions of each component within the Enterprise Understand and designs the interactions and dependencies among components Communicate these concepts to developers and team leads
  • 3. CHARACTER TRAITS 2 Visionary Pragmatic People Person Sensitive to Non-Sense Incredible Delegator A Kid in a toy shop Passionate about Quality and Excellence
  • 4. CHARACTERISTICS OF A GREAT TECH LEAD 3 Visionary You must be able to articulate a convincing portrait of the future and of how to get there. Leadership is about change, because anyone can preside over a bunch of people milling around going nowhere. To lead change, you have to present a compelling vision of the new reality (notice we used reality and not future here) because your role is not just about envisioning the future, but modeling the way and making the process of achieving it seem exciting and worthwhile. Being visionary means several other foundational traits you are creative, inquisitive, investigative, tolerant of ambiguity, and excellent at working at an abstract level. Modeling the way means you make the time and personal commitment to get your hands dirty you truly own the designs and you are in the code. Pragmatic Your day-to-day decision making must be grounded in reality. If you indulge in wishful thinking about the practicality of your solution or the capabilities of your team, or for that matter, use excessive cynicism while attempting to play it safe, sooner more often than later, your decisions won't be accepted and if they are, they will result in failure. Dont do it. Be practical, authentic and real. Understand what you dont know as well. The key determinant of pragmatism is being able to see from and sell to multiple viewpoints and to use this perspective to inform your views and decisions.
  • 5. CHARACTERISTICS OF A GREAT TECH LEAD 4 People person A lot of your job is motivation, and to motivate people you have to understand them, empathize with them and know what creates a win for them as individuals within the result that is the solution we are building. You are sensitive to where the power is on your team and within your client organization. Not just the political or economic power as determined by title or who signs the check, but also the people with emotional and intellectual power. You tend to leverage emotional and intellectual power yourself, preferring these over political power. Sensitive to nonsense You need a state-of-the-art nonsense detector to wade through all the inaccurate, incomplete and sometimes misleading information that will inundate you every day. Your nonsense detector must avoid what statisticians call Category 1 nonsense and Category 2 nonsense errors. You encounter a Category 1 error when you fail to recognize nonsense. You experience a Category 2 error when you mistake something legitimate for nonsense.
  • 6. CHARACTERISTICS OF A GREAT ARCHITECT 5 An incredible delegator In the end, your longevity in your role and career success depends entirely on the delivery of high quality working systems and the technical leaders you help grow. This means giving your best technical people assignments, getting them to make commitments and live up to them. And inspiring your full team towards nothing short of excellence. While this may seem basic, this ability is exceptionally rare. You have realized that you are an effective delegator because you are also a great teacher and coach. A kid in a toyshop You personally preside over stuff that would have made Issac Asimov faint dead away in astonishment. The technology we design, install and manage, with all its warts, zits and bugs, was unimagined when you were born. This is really cool stuff. Your team members, or at least the best of them, get paid for their hobby. They do this stuff because its way cool. So should you, because otherwise why would you put yourself through this? There are easier ways to make a living, and unless you have a passion for the technology and what it can do, youll hate your job, youll disparage the people who make you succeed, and in a very short period of time, youll fail. Passionate about Quality and Excellence You personally live and drive your team towards excellence, painting a passionate vision for what Quality means, and inspiring your team to practice Quality behaviors daily
  • 7. TEAM LEAD ROLE IN DETAIL 6 Own the process of your project and ensure the highest quality construction Own the work approach and estimation metrics Be relevant and contribute to the technology roadmap Ask questions and be inquisitive across tracks Identify technical skills gaps and ensure they get filled, in some cases by personally conducting training Write exemplary code, and teach others to do so Be in the details trust and verify Troubleshoot and solve thorny technical issues Perform root cause analysis and implement mitigation plans to avoid recurrence Inform priorities among competing demands on the technical team time Minimize waste
  • 8. TEAM LEAD ROLE IN DETAIL 7 Understand and communicate the impact of changes on the solution and work effort Lead from the trenches, above, and everywhere in between Communicate effectively with your PM, Tech lead and team Sell the technical and quality vision and keep it alive Listen and take the pulse of your team and technical clients Be a trusted adviser to your internal client Be a role model for the technologists on your team Help developers and internal clients see the value of architecture and quality processes Motivate your team to strive for quality and efficiency in everything they do
  • 9. TECH LEAD ROLE IN A PROJECT 8 Release Kick off Collaborate with PM on a detailed plan for Requirements & Design phase - Refine release duration and capacity assessment Requirements Analysis and Design Understand BRD Review and collaborate on technical design document Refine story list and Dev. estimate w BA & PM and assist on detailed plan for development phase Development & Testing Guide development of Stories Guide Code Review including Peer Reviews Review project progress with PM and callout potential risks to timeline Provide options to coding problems to get project back on track Release Testing: Participate in defect prioritizatio n and complex bug resolution Dev. Kick off with PM: Review/refine dev. story list and Estimates Refine Resource Capacity vs. Scope Refinement Release End Retrospective: Retrospect the completed release using a checklist Receive feedback from business teams Collect information that will inform planning for the next Release Release Demo: Demo for Business Users Identify blockers for UAT Release Prep: Tech and track leads identified Participate in High Level effort assessment w PM Release Prep Finish Week 4 Week 8 Week 11 Requirements Analysis & Design Development & Testing Release Testing UAT Release Kick off Development Kick Off Release Demo Cut Over Release End Retrospective Begin Next Release Pre-Work Week 1 UAT Kickoff Requirements Collaborate and guide requirements gathering and documentation with SA and or BA if needed