Engineering Office
Goals & Business Impact
The Engineering Office groups the most expert people in Consulting to address:
- Consumable and reusable engineering knowledge
- Technical mentorship
- Tech strategy execution
- Support to sales, presales, thought leadership and marketing activities
- Program & project managament The expected business impact is the following:
- Alignment with the customer business: Building durable, maintainable and recognizable systems as a good investment
Structure
The Engineering Office is built on top of the following practices:
- [DE] Data & Platform Engineering
- [DS] Data Science, Machine Learning, Artificial Intelligence
- [DA] Data Analysis
- [FS] Full Stack Engineering & Microservices
- [SRE] System Reliability Engineering
- [PM] Project & project management
The Engineering Office is empowered by two different roles:
- Practice Leads to coordinate and manage a specific practice
- Practice Mentors to execute mentorship and contribute to other Consulting activities
Radiators
The Engineering Office is monitored through two radiators:
- Number of hours spent by agilers per practice (Monthly)
- Number of hours spent by agilers per Business Unit / Circle (Monthly)
- eNPS / Employee Net Promoter Score (Quarterly)
Allocation
Coaching is led by the following chain:
Consulting Lead Link > Engineering Director > BU Leads > Sub BU Leads > Project Leads > Team Members
Holaspirit is the source of truth for coaching.
Coaches are responsible for the overall coaching (soft+hard skills, career path, etc.), nevertheless coaches are usually technically expert of a few areas.
We have cross-functional teams, a single team contains all the flavours.
For this reason, Agile Lab guarantees a proper technical mentorship to everyone through a proper assignment of technical mentors.
Technical mentorship is organized as follows:
- Default: a coach is also a practice mentor, this applies whenever their tech profiles are aligned, this is the most common case;
- Explicit assignement: a coach cannot directly help on technical mentorship, thus a practice mentor is assigned explicitely
eNPS
The eNPS is collected through a survey asking for the following information:
- Quality of coaching and mentorship effort
- Time spent for coaching and mentorship
- Coaching and mentorship composition
- Positive and negative results
The survey is sent and collected by the Engineering Director quarterly. Answers must be provided within a working week. The summary of the survey is shared within the first Consulting Tactical after the expiration time. Private needs emerging from the survey are delivered through proper 1o1s.
Continuous improvement
Engineering Director and Practice Leads are responsible to take actions for continuous improvements.
Engineering Office and Capacity Plan
The Capacity Plan (SHP:// big data / Capacity Plan / CapacityPlan.xls) contains explicit assignments.
The Engineering Director owns the capacity for Practice Leads and Mentors to guarantee that engineering office operations are executed in alignment with technical strategy goals and coaching needs.
Practices Organization
- A Practice Lead has the responsibility to organize practice and knowledge sharing with Practice Mentors in alignment with the tech strategy execution.
- Every Practice Lead must proactively schedule recurring assessments of practices across all the corresponding projects and provide guidance, feedback, change management directions, actions for improvement.
- Practice Leads nurture the CoP agenda to spread knowledge
- Practice Mentors and Leads must intercept technical opportunities and design new practices, design patterns, solutions and innovation to share back and disseminate across the company and outside the company through Thought Leadership
- Practices must be documented in the Training Portal.
- Practice Mentors and Leads must rely on BU & Project Management to find and assess technical knowledge (architecture, business alignment, cost estimation, etc.).