Decoding Project Assignments in Software Teams
How Engineering Leaders allocate projects to engineers
I often tell people that managing a team of software engineers can often feel like playing a complex strategy game, much like Settlers of Catan. In both scenarios, success hinges not just on technical prowess but on adeptly navigating a landscape of variables — balancing resources, anticipating challenges, and strategically positioning pieces for maximum efficiency. Similarly, as an Engineering manager, I constantly juggle multiple factors all in pursuit of achieving collective success (i.e. delivering results for the business) akin to building thriving settlements in Catan.
In the dynamic world of software engineering, the process of assigning projects to team members involves a delicate balance of factors that go beyond just technical skills. So as a manager, how do you think about “who works on which project”? What are the factors that go beyond a simple decision behind “Can X be the project lead for this”?.
From fostering growth opportunities to managing project complexities and maintaining team morale, effective project assignment is crucial for team success and individual satisfaction. Here are a set of factors that I consider when assigning projects to engineers or selecting someone as a project lead:
1. Nurturing Skills Beyond Technical Proficiency
Assigning projects isn’t just about finding someone with the technical chops to get the job done; it’s also an opportunity for personal and professional growth. As a manager, I look for someone who can partner with the Product & Design team to understand the customer and user experience, someone who can delegate and coordinate work with other engineers and someone who can operate under ambiguity and vagueness and is driven to find solutions to problems. Being a project lead helps team members expand their skill sets and develop leadership qualities essential for career progression like delegation, communication and project management.
2. Tailoring Projects to Engineer’s Level & Expertise
Matching the complexity and scope of a project with the skill level of an engineer is paramount. Junior engineers may thrive with smaller, more defined tasks that allow them to build foundational knowledge and confidence. In contrast, senior engineers are often challenged with larger, more intricate projects that leverage their depth of experience and strategic thinking abilities. You also need to make sure the projects are challenging enough for folks to be engaged but also not too challenging that the deadline gets derailed.
3. Leveraging Stack Knowledge for Efficiency
Understanding the context within a project’s technical stack is crucial. Engineers who already have familiarity with the technologies and systems involved can hit the ground running, minimising onboarding time and costs. This consideration ensures efficiency and reduces the risk of delays due to learning curves. Sometimes, I do make a conscious choice to put someone in a project where they do not have any prior context. This is done to provide them an opportunity to learn a new area and also providing an excellent scenario for others for mentorship and teaching.
4. Preventing Burnout and Sustaining Interest
Maintaining a balanced workload across team members involves more than just distributing tasks. Projects should be aligned with individuals’ interests and career aspirations to keep motivation high. Furthermore, it’s essential to prevent burnout by considering factors like project fatigue. Engineers who have recently led a project may benefit from a lighter workload or a shift in responsibilities to avoid exhaustion and maintain productivity.
5. Engaging Engineers in Project Decision-making
Effective project assignments foster a sense of alignment within the team. Engineers appreciate being consulted and having their input considered rather than projects being strictly top-down assignments from managers. This collaborative approach not only improves team morale but also enhances the quality of project outcomes by leveraging diverse perspectives and insights.
So, if you are an engineer, let your manager know what skillsets you want to develop, what tool you want exposure to, and what context you want to build. This might make it easy for your manager to identify what projects to allocate to you.
If you are a Manager, What other factors do you consider while assigning people to projects and vice versa? Let me know!
