The trap of slowly ramping up from Engineering to Manager
Becoming an engineering manager I have seen can happen in at least one of two (there are more) ways: slow ramp-up from a team of 2 (you and a report) or an overnight large team switch. In this post, I will talk about my experience (and failures) of the first one.
An engineering mindset
One of the patterns in software development to migrate from an older system to a new system is following the Strangler Pattern.
In a nutshell, wrap the old systems in an API, and slowly route traffic to the new emerging system(s). The main goal of this is to reduce the risk of a big rewrite (there will be bugs) and allow for a smooth transition.
So my manager came to me with the opportunity to become an engineering manager, I would have a team of 1 and take on a very necessary but narrowly scoped project. The goal was to balance between making and managing, and this sounded like a reasonable way to...