Engineering Management.

The manager-of-reports accountability craft: performance reviews and calibration, underperformance and PIPs, developing and promoting reports, headcount and staffing, delivery management, team health and attrition, managing up, org design, delegation and scaling, owning the hiring pipeline, compensation and promotion, manager transitions, operating cadence, remote and distributed management, workforce reduction and reorgs, managing in the AI era, and cross-functional partnership. Distinct from technical_leadership (staff-IC influence without authority), soft_skills (generic IC/peer craft), technical_interviewing (interview technique), and engineering_economics (cost/ROI modeling). Covers 31 sub-skills.

• Engineering Management · 1 of 3

  Cross-Functional Partnership

  Per Cagan's (SVPG) empowered product-team model, the product manager is described as overall accountable for which of the following?

  Athe technical feasibility and the delivery of the built solutionBthe usability and the craft of the end-to-end user experienceCthe product's outcome, its value, and its business viabilityDthe team's adherence to the agreed-upon sprint ceremonies

• Engineering Management · 2 of 3

  Delivery Management

  A team moves from one large delivery every few weeks to pushing small batches to users many times a day, while defect levels hold steady. Per the DORA Four Keys, which throughput metric has most clearly improved?

  ADeployment frequency, how often the team gets working changes released to productionBTime to restore service, the speed of recovery once a production incident has begunCLead time for changes, the elapsed time from a commit until it is serving live trafficDChange failure rate, the percentage of releases that later need a fix or a rollback

• Engineering Management · 3 of 3

  Performance Reviews & Calibration

  A manager must deliver a 'below expectations' rating to a report she likes and respects. Per Radical Candor's framing, what does delivering it well require her to do?

  ADeliver the rating bluntly and move on, since dwelling on the person's feelings only weakens the messageBState the hard rating clearly and directly while showing she genuinely cares about the report as a personCHave a skip-level or an HR partner deliver the rating so the manager fully preserves the personal rapportDSoften the rating to 'nearly meets' so the working relationship and the report's morale are both protected