Showing results for "How to Engineer Software" in Business & Careers

At most technology companies, you'll reach Senior software engineer, the career level for software engineers, in five to eight years. At the career level, your company's career ladder won't require that you work towards the next promotion; being promoted further is an exception rather than expected. This is also when many engineers are first given an opportunity to move into engineering management.

Technical knowledge alone isn't enough - increase your software development income by leveling up your soft skills Early in his software developer career, John Sonmez discovered that technical knowledge alone isn't enough to break through to the next income level - developers need "soft skills" like the ability to learn new technologies just in time, communicate clearly with management and consulting clients, negotiate a fair hourly rate, and unite teammates and coworkers in working toward a common goal.

For years, companies have rewarded their most effective engineers with management positions. But treating management as the default path for an engineer with leadership ability doesn't serve the industry well—or the engineer. The staff engineer's path allows engineers to contribute at a high level as role models, driving big projects, determining technical strategy, and raising everyone's skills. This in-depth book shows you how to understand your role, manage your time, master strategic thinking, and set the standard for technical work.

How will software development and operations have to change to meet the sustainability and green needs of the planet? And what does that imply for development organizations? In this eye-opening book, Anne Currie, Sarah Hsu, and Sara Bergman provide a unique overview of this topic—discussing everything from the likely evolution of national grids to the effect those changes will have on the day-to-day lives of developers.

You have the idea, the drive, and now the capital to create the company you’ve always envisioned. Now comes the most important part: assembling a team of high performers. To build a sustainable business, you need engineers who can execute on common goals. Who do you hire, and how do you hire the people you need? How will you motivate these engineers and inspire their best work? In Raising Engineers, David Dettmer helps you create a culture that reflects your business, establish a working process to cultivate a strong team, and hire the right people to build impactful products.