* Fundamentally, managing others is a big change from being an individual contributor in engineering, where I can measure impact by the number of user stories or bugs that I’ve knocked out that week. * I know I’m effective when people aren’t held up by a lack of information, or by a decision that hasn’t been made. * Some part of my own success is in anticipating and mitigating regressions and risk as well as successful management of the sprint process to ensure that projects meet their budget and timelines. * I use some recalibrated success metrics such as: How am I adding value into the product that’s being delivered? How available am I to answer questions, provide guidance and ensure that each of my team’s members understand how their work is contributing to our overall goals? * Team fundamentals also matter. You want to make sure your team is happy about what they’re doing and that they’re meeting expectations and are motivated. Also, they feel like they are in an environment where everyone feels empowered to contribute.