What are some effective ways to build trust between data engineers and other departments?

Criar confian?a entre engenheiros de dados e outros departamentos de forma eficaz pode ser alcan?ado com uma maior aproxima??o do time técnico com a área de negócios. Tenha sempre em mente que uma entrega de valor para a organiza??o passa por um entendimento profundo do negócio para alcan?armos os melhores resultados. Vis?o e estratégia s?o fundamentais para obter estes resultados e devem ser compartilhados de forma clara e objetiva com o time. é necessário conectar todos com o propósito da entrega e gera??o de valor para a organiza??o.

A proper roadmap and good communication with purpose, goals and value delivered clear for all the teams. The teams only want to know the purpose of their contribution to be more engaged.

1. Communication: Regular and transparent communication between data engineers and other departments helps to build trust by keeping everyone informed about the data processes and their impact. 2. Collaboration: Encouraging collaboration on projects can foster a sense of unity and shared goals, helping to break down barriers and build trust. 3. Setting clear expectations: Clearly defining roles, responsibilities, and expectations for data engineers and other departments can help minimize misunderstandings and build trust. 4. Data governance: Establishing strong data governance practices can help ensure that data is accurate, secure, and used ethically, which can enhance trust in the data engineering team.

The number one reason why many data engineering teams are sinking in the bottomless pit of adhoc tickets and unfinished data projects is because they fail to align themselves with the key business objectives. If the leaders of each team channel their focus towards what the business actually wants and needs, they can gain the clarity in understanding what tickets to prioritize and which ones to turn down. Understanding this can direct each data team's strategic efforts in projects and tasks that are in the best interest of their stakeholders, and they will make this clear when they turn down feature requests because they're helping them with the key tasks that will generate ROI they truly want

Como engenheiros de dados, nosso papel vai além de codificar. Precisamos mergulhar nos objetivos da empresa e entender o que cada departamento espera dos nossos projetos. Isso significa conversar com as pessoas, identificar o que realmente precisam e garantir que nossas solu??es de dados ajudem na conquista desses objetivos.

Stop using jargon and technical language when talking with stakeholders. Use clear, plain and straight-to-the-point words that are easy to follow to get your message across quicker to your audience. They say if you can't communicate it to a 5 year old, you probably don't understand what you're saying yourself clearly - so start from there.

Data engineers need to communicate often across the domains in the organization as usually they are the customers. It is important to have frequent communication as one doesn't want to build something in a silo that's far away from the customer's expectations. Also, all the communications need to be logged for historical purposes as well so that later one can see how and why certain reports or dashboards has been built in a certain way.

Manter todos informados sobre o que estamos fazendo é essencial. Isso envolve explicar nossos planos e progressos de maneira simples e manter um canal aberto para dúvidas e sugest?es. Assim, evitamos confus?es e construímos um ambiente onde todos se sentem parte do processo.

Acredito que o time de Engenharia de dados deva ser "menos humilde" com suas entregas. é muito comum ver engenheiros dizerem que apenas os analistas ou cientistas de dados levam os créditos pela gera??o de valor. Isso n?o é verdade. Sem engenharia de dados e um bom pipeline e governan?a, nada acontece de forma sustentável.

Sentir o calor do negócio e suas necessidades é fundamental. é muito importante que o time de engenharia saia do quarto escuro que muitas vezes é herdado do time de Dev. O negócio tem ansiedade por dados, n?o qualquer dado, mas dado confiável. A ideia de ter pessoas de engenharia alocadas em contexto de negócio (ainda que por um pequeno período) ajudará muito no senso de urgência do time. Isso será refletido n?o apenas na parte técnica, mas também na prioriza??o daquilo que realmente entrega valor para a empresa. Deixamos de ser uma área de sustenta??o, para ser protagonista junto ao negócio.

No one is an island. Everyone has strengths that can support you in one way, shape or form. You also have strengths others can benefit from. If you're a project leader, figure out what the key objectives are for a project, what each person's key strengths are, and delegate based on each person's strengths. If you're not a project leader, have conversations between members of your team to understand what their strengths are and see where they can help you with any challenges you're experiencing, and vice versa.

Ninguém faz nada sozinho. Trabalhar junto com outras equipes ajuda a criar solu??es que realmente fazem sentido para todos. Isso significa compartilhar ideias, testar juntos e ajustar os planos conforme a necessidade, sempre visando o melhor resultado.

Share what you know, and learn from others. There's something you know that others don't, and there's something you can learn from others to propel your career. Ask for feedback from others. Ask for other people's perspective and point of view on your performances and efforts, and how you can improve over time. Take any feedback in good faith. We're all on the journey to improving ourselves so don't feel you're alone in this!

Sharing the information is crucial to build cross-team relationships. Provide knowledge sharing sessions regurarly. In the world where everything changes so rapidly, it is a must to have the most recent domain knowledge. We are in the same boat to drive business further, so help and empower each other.

Nós temos o conhecimento técnico, mas isso só tem valor se compartilharmos com os outros. Ensinar as equipes sobre como usar os dados e as ferramentas que desenvolvemos faz com que eles se sintam mais seguros para tomar decis?es e melhorar o trabalho deles.

Quando algo dá certo, é importante mostrar e comemorar. Isso serve para todos verem como o trabalho duro vale a pena e como os dados podem realmente fazer a diferen?a nos resultados da empresa.

Before building a data team or jumping into a project, make sure you have complete context of the company's objectives and expectations in the endeavours you plan on taking. For each ticket in your queue, to each boilerplate code you're generating, you should be asking "where does this fit in terms of the company's priorities and what ROI does it generate the business?". Otherwise you'll be investing your efforts into a data initiative that's likely to fail before you know it, and the executives and stakeholders lose faith in the data team's ability to generate ROI from data, like most teams in the industry.