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Duration 14 hours
Course Outline
The Scope of FDE Leadership
- Focusing on outcomes rather than resource utilization.
- Balancing the tension between delivery and product development.
- Defining mandates, reporting lines and executive sponsorship.
Structuring and Staffing Pods
- Determining pod size, composition and autonomy levels.
- Creating the right mix of engineering, data and domain expertise.
- Managing rotation and maintaining continuity across projects.
Recruiting and Evaluating FDEs
- Identifying indicators of deployment aptitude.
- Designing interviews and practical work samples.
- Onboarding new hires into active projects effectively.
Financial Aspects of Engagements
- Managing scoping, effort estimation and profit margins.
- Evaluating time-and-materials models against outcome-based pricing.
- Balancing portfolio diversity and managing concentration risks.
Developing the Internal FDE Playbook
- Standardizing stages, approval gates and deliverables.
- Setting clear definitions of done and quality standards.
- Ensuring the playbook remains relevant and updated.
Vendor FDEs vs. Internal Capabilities
- Identifying where vendor teams deliver the most value.
- Structuring contracts to facilitate knowledge transfer.
- Building capabilities that persist beyond individual projects.
Reusable Accelerators and Frameworks
- Using reference architectures and starter code repositories.
- Applying pre-vetted security and integration patterns.
- Governing the use and maintenance of shared assets.
Driving Adoption and Managing Outcomes
- Tracking adoption metrics and reporting to executives.
- Establishing steering groups with genuine decision-making authority.
- Intervening effectively when projects stall.
Risk Management, Escalation and Failure Analysis
- Understanding common failure modes at different project stages.
- Defining escalation pathways and criteria for stopping work.
- Conducting post-project reviews that drive practice improvement.
Establishing the Practice
- Defining career progression for forward deployed engineers.
- Cultivating standards, community engagement and knowledge exchange.
- Developing a twelve-month roadmap for capability growth.
Requirements
- Experience in managing engineers or technical delivery teams.
- Direct involvement in customer-facing projects.
- Familiarity with commercial decisions, including scoping and pricing.
- No coding skills are required, although technical proficiency is beneficial.
Target Audience
- Engineering managers overseeing forward deployed teams.
- Delivery directors and practice leads.
- Leaders in applied AI or solutions engineering.
- Transformation leaders focused on building internal deployment capabilities.
