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Engineers in sentence

669 examples of Engineers in a sentence

All engineers and product people were sent to best-in-class Scrum training, facilitated by one of the Agile manifesto’s founders.
People mentioned lack of vision, good engineers leaving, lack of transparency or poor tooling as reasons why things went badly.
Additionally, a recently IPOed, high-growth tech company moved over to JIRA and ran a survey among engineers.
This is staggeringly low, and means that 83% of engineers would advise against JIRA.
In my view, it’s one of the easiest ways to demotivate engineers – to the point of some leaving – and also to get a false sense of what a team can achieve.
Requirements changing, even with dedicated project managers, sits poorly with engineers.
While there are teams where requirements change a lot, on these teams it’s typically the engineers who run the projects, and can deal with them.
The ratio of TPMs to engineers was around 1:50 at Uber.
Autonomy for software engineers and teams.
Employees – and not just engineers – often have access to real time business metrics and data sources, to write their own queries and create custom reports.
Engineers are encouraged to interact with the rest of the business and build relationships with non-engineers.
Companies that care about engineers solving problems quickly set up various platform teams, which reduce the developer experience churn.
Companies that leverage engineers well, have no trouble paying close to the top of the market, or above it.
Product-focused teams are typically composed of cross-functional team members like backend, frontend and/or mobile engineers, with product managers, data scientists and designers often also on the team.
Note that even though engineers have high-level specialization, in Big Tech most experienced software engineers are expected to be able to pick a broad range of engineering work, and the interview process also reflects this generalist approach.
Each team will vary, but I’ve found great success in rotating the project lead role among engineers, helping everyone on the team grow their leadership muscle.
Are engineers overloaded with project management?
When collaborating with other teams – also without project managers – they will also build relationships for other engineers leading projects, or owning products.
Big Tech pulls in Technical Project Managers (TPMs) to manage these complex, and often strategic projects, taking the load off engineers.
Simple projects are typically led by engineers.
We also had a split of software engineers and QA engineers.
We made a quiet, unofficial, change where all SDETs built production software as well, and all software engineers became responsible for testing their own code.
A lot of the “specs” – or tickets – were also written by engineers, who could then validate if they worked as expected.
The Product Managers helped set the high-level strategy, and us engineers picked up the work to be done, and ran with it.
How can engineers spend more time writing code that moves the needle for the goals of their team, instead of being bogged down by infrastructure issues or working around problems with their dependencies?
The more engineers a company has, the more overhead it takes to communicate, or make decisions impacting most engineers.
How can the whole organization improve its throughput, while engineers also stay happy, and improvements stick around long enough to compound?
Some of the best engineers would rather quit than be micromanaged, especially when the job market is hot, and it’s so easy to switch jobs.
It resulted in a lot of engineers leaving."
We had them engineered by the engineers.
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