Does anyone have any tips on this beyond the additional "sales" type stuff where you have to put in a ton of extra effort to measure and sell your work?
I've found this to be true... to the point where some places even prefer manual maintenance to spending (potentially) a little more time on automation, even if that time would be paid back over the next couple of years.
I'm not adept at planning, selling my work, doing the manual maintenance, and doing the extra automation, as eventually that work becomes homework unless you get a boss that's willing to put in some effort here, which I haven't found yet.
I think one of the keys is consensus-building. If one engineer tells management that it would be a great idea to do XYZ, management doesn't necessarily know whether to believe them.
But if the whole team is on board and has reviewed your proposal it's going to be more credible. And that's just good engineering anyway.
I've found this to be true... to the point where some places even prefer manual maintenance to spending (potentially) a little more time on automation, even if that time would be paid back over the next couple of years.
I'm not adept at planning, selling my work, doing the manual maintenance, and doing the extra automation, as eventually that work becomes homework unless you get a boss that's willing to put in some effort here, which I haven't found yet.