“Mantle and Lichty have assembled a guide that will help you hire, motivate, and mentor a software development team that functions at the highest level. Their rules of thumb and coaching advice are great blueprints for new and experienced software engineering managers alike.” —Tom Conrad, CTO, Pandora “I wish I’d had this material available years ago. I see lots and lots of ‘meat’ in here that I’ll use over and over again as I try to become a better manager. The writing style is right on, and I love the personal anecdotes.” —Steve Johnson, VP, Custom Solutions, DigitalFish All too often, software development is deemed unmanageable. The news is filled with stories of projects that have run catastrophically over schedule and budget. Although adding some formal discipline to the development process has improved the situation, it has by no means solved the problem. How can it be, with so much time and money spent to get software development under control, that it remains so unmanageable? In Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams , Mickey W. Mantle and Ron Lichty answer that persistent question with a simple observation: You first must make programmers and software teams manageable. That is, you need to begin by understanding your people—how to hire them, motivate them, and lead them to develop and deliver great products. Drawing on their combined seventy years of software development and management experience, and highlighting the insights and wisdom of other successful managers, Mantle and Lichty provide the guidance you need to manage people and teams in order to deliver software successfully. Whether you are new to software management, or have already been working in that role, you will appreciate the real-world knowledge and practical tools packed into this guide.
How to manage the most unmanageable aspect of any software project: software people! * *Brings together Rules of Thumb and Nuggets of Wisdom software managers would otherwise have to learn the hard way. *Reflects 70+ years of experience from two renowned software managers who've worked with many of Silicon Valley's top firms, including Apple and Pixar. *Will be especially valuable to new managers called on to lead, guide, and review programmers who were recently their peers. In most software organizations, large and small, programmers often are promoted to management positions with no real background or training in how to manage people or teams of people. Managing the Unmanageable is the guidebook they desperately need. In this book, two world-class software team managers and consultants distill their remarkably extensive experience into practical, actionable advice. Drawing from over 70 years of combined experience overseeing the development of a wide range of products, the authors share rules of thumb, nuggets of wisdom, and practical tools they wish they'd had when they started. They offer frontline managers practical guidance and helpful arguments for getting buy-in from programmers who were until recently their peers - and getting the resources and time they need from skeptical CxO level executives. Above all, the authors help managers understand the programmers they supervise, and use this understanding to hire, manage, motivate, and shape a culture that delivers excellence.
Author: Anne Loehr
Publisher: Red Wheel/Weiser
Release Date: 2011-07-01
Genre: Business & Economics
Who changed the rules of business? It's a different game now. In an increasingly globally diverse workforce, it’s vitally important that leaders understand their team inside and out. This takes a new toolbox of skills for the 21st century. Today you need winning strategies to avoid the costly pitfalls of high turnover, low morale and poor collaboration, not to mention the cost of missed deadlines and incomplete projects. Managing the Unmanageable will give you practical tips and proven techniques to show you how to: "• Quickly create action plans to turn your unmanageable employee into a star performer "• Develop new strategies for attracting and retaining the most talented employee, before they become unmanageable "• Learn key words that will allow you to clearly communicate with every generation on your team "• See workplace collaboration and innovation soar after using 5 simple tips "• Find best practices for preparing Gen Y and Gen X to advance up the organization and assume leadership roles "• Use proven models to effectively lead your team to success
Author: Tom DeMarco
Publisher: Pearson Education
Release Date: 2013
Genre: Business & Economics
The legendary 'anti-Dilbert' book on managing software projects by focusing on people - now fully updated for today's projects and methodologies * *Combines humor and wisdom to deliver timeless, practical advice every software manager and developer can use *Updated and reorganized, with seven brand-new chapters *Now addresses leadership, generational differences, distributed and diverse teams, managing risk, holding effective meetings, and using email the right way For this third edition, the authors have added six new chapters and updated the text throughout, bringing it in line with today's development environments and challenges. For example, the book now discusses pathologies of leadership that hadn't previously been judged to be pathological; an evolving culture of meetings; hybrid teams made up of people from seemingly incompatible generations; and a growing awareness that some of our most common tools are more like anchors than propellers. Anyone who needs to manage a software project or software organization will find invaluable advice throughout the book.
Author: Richard E. Fairley
Publisher: John Wiley & Sons
Release Date: 2011-09-20
The book is organized around basic principles of software project management: planning and estimating, measuring and controlling, leading and communicating, and managing risk. Introduces software development methods, from traditional (hacking, requirements to code, and waterfall) to iterative (incremental build, evolutionary, agile, and spiral). Illustrates and emphasizes tailoring the development process to each project, with a foundation in the fundamentals that are true for all development methods. Topics such as the WBS, estimation, schedule networks, organizing the project team, and performance reporting are integrated, rather than being relegating to appendices. Each chapter in the book includes an appendix that covers the relevant topics from CMMI-DEV-v1.2, IEEE/ISO Standards 12207, IEEE Standard 1058, and the PMI® Body of Knowledge. (PMI is a registered mark of Project Management Institute, Inc.)
How software practitioners can become great Agile leaders: simple rules from real-world practice * *Succeed with Agile by mastering eight crucial leadership skills: activating people, empowering teams, aligning results, organizing structure, enforcing discipline, manipulating context, acquiring knowledge, and measuring performance. *Work more effectively with knowledge workers, while managing risk, uncertainty, and change. *The newest book in Mike Cohn's best-selling Signature Series. In Management 3.0, top Agile manager Jurgen Appelo shows managers how to lead Agile adoption and Agile projects more effectively, while also helping their colleagues develop as leaders in Agile environments. Appelo combines the 'what,' 'why,' and 'how' of agile leadership, presenting background, examples, and powerful, proven techniques. Appelo identifies the eight most crucial agile leadership skills, explaining in detail why they matter and how to develop them - both in yourself and in your colleagues. You'll discover powerful ways to activate people, empower teams, align results, organize structure, enforce discipline, manipulate context, acquire knowledge, and measure performance. Management 3.0 will help aspiring managers and leaders: * *Define their teams' boundaries and constraints, so they can self-organize more effectively. *Anticipate issues teams won't or can't resolve on their own. *Give teams the feed and caring they need, and let them grow on their own. *Sow the seeds for a culture of craftsmanship. *Successfully manage risks and uncertainty in fast-changing projects and environments.
Author: Steve McConnell
Publisher: Microsoft Press
Release Date: 1996-07-02
Corporate and commercial software-development teams all want solutions for one important problem—how to get their high-pressure development schedules under control. In RAPID DEVELOPMENT, author Steve McConnell addresses that concern head-on with overall strategies, specific best practices, and valuable tips that help shrink and control development schedules and keep projects moving. Inside, you’ll find: A rapid-development strategy that can be applied to any project and the best practices to make that strategy work Candid discussions of great and not-so-great rapid-development practices—estimation, prototyping, forced overtime, motivation, teamwork, rapid-development languages, risk management, and many others A list of classic mistakes to avoid for rapid-development projects, including creeping requirements, shortchanged quality, and silver-bullet syndrome Case studies that vividly illustrate what can go wrong, what can go right, and how to tell which direction your project is going RAPID DEVELOPMENT is the real-world guide to more efficient applications development.
"If you're looking for solid, easy-to-follow advice on estimation, requirements gathering, managing change, and more, you can stop now: this is the book for you."--Scott Berkun, Author of The Art of Project Management What makes software projects succeed? It takes more than a good idea and a team of talented programmers. A project manager needs to know how to guide the team through the entire software project. There are common pitfalls that plague all software projects and rookie mistakes that are made repeatedly--sometimes by the same people! Avoiding these pitfalls is not hard, but it is not necessarily intuitive. Luckily, there are tried and true techniques that can help any project manager. In Applied Software Project Management, Andrew Stellman and Jennifer Greene provide you with tools, techniques, and practices that you can use on your own projects right away. This book supplies you with the information you need to diagnose your team's situation and presents practical advice to help you achieve your goal of building better software. Topics include: Planning a software project Helping a team estimate its workload Building a schedule Gathering software requirements and creating use cases Improving programming with refactoring, unit testing, and version control Managing an outsourced project Testing software Jennifer Greene and Andrew Stellman have been building software together since 1998. Andrew comes from a programming background and has managed teams of requirements analysts, designers, and developers. Jennifer has a testing background and has managed teams of architects, developers, and testers. She has led multiple large-scale outsourced projects. Between the two of them, they have managed every aspect of software development. They have worked in a wide range of industries, including finance, telecommunications, media, nonprofit, entertainment, natural-language processing, science, and academia. For more information about them and this book, visit stellman-greene.com
WINNER of Computing Reviews 20th Annual Best Review in the category Management “Tyler’s book is concise, reasonable, and full of interesting practices, including some curious ones you might consider adopting yourself if you become a software engineering manager.” —Fernando Berzal, CR, 10/23/2015 “Josh Tyler crafts a concise, no-nonsense, intensely focused guide for building the workhouse of Silicon Valley—the high-functioning software team.” —Gordon Rios, Summer Book Recommendations from the Smartest People We Know—Summer 2016 Building Great Software Engineering Teams provides engineering leaders, startup founders, and CTOs concrete, industry-proven guidance and techniques for recruiting, hiring, and managing software engineers in a fast-paced, competitive environment. With so much at stake, the challenge of scaling up a team can be intimidating. Engineering leaders in growing companies of all sizes need to know how to find great candidates, create effective interviewing and hiring processes, bring out the best in people and their work, provide meaningful career development, learn to spot warning signs in their team, and manage their people for long-term success. Author Josh Tyler has spent nearly a decade building teams in high-growth startups, experimenting with every aspect of the task to see what works best. He draws on this experience to outline specific, detailed solutions augmented by instructive stories from his own experience. In this book you’ll learn how to build your team, starting with your first hire and continuing through the stages of development as you manage your team for growth and success. Organized to cover each step of the process in the order you’ll likely face them, and highlighted by stories of success and failure, it provides an easy-to-understand recipe for creating your high-powered engineering team.
Practical, comprehensive--a complete, no-nonsense guide to better project management... This no-nonsense troubleshooting guide was written for frontline managers who want results, not rhetoric. Short on theory and long on practical, hands-on advice and guidance, it arms you with proven, easy-to-implement solutions to big ticket problems that plague today's software development projects, including those relating to personnel, quality, project scheduling and tracking, product requirements, product quality and usability, and much more. Written in a straightforward, conversational style and packed with realistic scenarios, Managing Software Development Projects, Second Edition shows you how to: * Identify, resolve, and avoid most common development problems * Improve the quality of your products and your customers' satisfaction with them * Shorten development cycles * Increase the productivity of your team members Updated and expanded by over 50 percent to reflect many changes that have occurred in the field over the past four years, this Second Edition of the bestselling original is now, more than ever, an indispensable resource for every project manager or software developer.
Author: Paul Glen
Publisher: John Wiley & Sons
Release Date: 2003-02-03
Genre: Business & Economics
Winner of the 2003 Financial Times Germany/getAbstract Business & Finance Book Award Leading Geeks challenges the conventional wisdom that leadership methods are universal and gives executives and managers the understanding they need to manage and lead the technologists on whom they have become so dependent. This much-needed book? written in nontechnical language by Paul Glen, a highly acclaimed management consultant? gives clear directions on how to effectively lead these brilliant yet notoriously resistant-to-being-managed knowledge workers. Glen not only provides proven management strategies but also background on why traditional approaches often don't work with geeks. Leading Geeks describes the beliefs and behavior of geeks, their group dynamics, and the unique nature of technical work. It also offers a unique twelve-part model that explains how knowledge workers deliver value to an organization.
Author: Michael Lopp
Release Date: 2016-07-26
Genre: Business & Economics
Read hilarious stories with serious lessons that Michael Lopp extracts from his varied and sometimes bizarre experiences as a manager at Apple, Pinterest, Palantir, Netscape, Symantec, Slack, and Borland. Many of the stories first appeared in primitive form in Lopp’s perennially popular blog, Rands in Repose. The Third Edition of Managing Humans contains a whole new season of episodes from the ongoing saga of Lopp's adventures in Silicon Valley, together with classic episodes remastered for high fidelity and freshness. Whether you're an aspiring manager, a current manager, or just wondering what the heck a manager does all day, there is a story in this book that will speak to you—and help you survive and prosper amid the general craziness of dysfunctional bright people caught up in the chase of riches and power. Scattered in repose among these manic misfits are managers, an even stranger breed of people who, through a mystical organizational ritual, have been given power over the futures and the bank accounts of many others. Lopp's straight-from-the-hip style is unlike that of any other writer on management and leadership. He pulls no punches and tells stories he probably shouldn't. But they are magically instructive and yield Lopp’s trenchant insights on leadership that cut to the heart of the matter—whether it's dealing with your boss, handling a slacker, hiring top guns, or seeing a knotty project through to completion. Writing code is easy. Managing humans is not. You need a book to help you do it, and this is it. What You'll Learn Lead engineers Handle conflict Hire well Motivate employees Manage your boss Discover how to say no Understand different engineering personalities Build effective teams Run a meeting well Scale teams “/div>divWho This Book Is Fordiv Managers and would-be managers staring at the role of a manager wondering why they would ever leave the safe world of bits and bytes for the messy world of managing humans. The book covers handling conflict, managing wildly differing personality types, infusing innovation into insane product schedules, and figuring out how to build a lasting and useful engineering culture.
As a software engineer, you recognize at some point that there's much more to your career than dealing with code. Is it time to become a manager? Tell your boss he’s a jerk? Join that startup? Author Michael Lopp recalls his own make-or-break moments with Silicon Valley giants such as Apple, Netscape, and Symantec in Being Geek -- an insightful and entertaining book that will help you make better career decisions. With more than 40 standalone stories, Lopp walks through a complete job life cycle, starting with the job interview and ending with the realization that it might be time to find another gig. Many books teach you how to interview for a job or how to manage a project successfully, but only this book helps you handle the baffling circumstances you may encounter throughout your career. Decide what you're worth with the chapter on "The Business" Determine the nature of the miracle your CEO wants with "The Impossible" Give effective presentations with "How Not to Throw Up" Handle liars and people with devious agendas with "Managing Werewolves" Realize when you should be looking for a new gig with "The Itch"
Author: Richard Whitehead
Publisher: Pearson Education
Release Date: 2001
Genre: Business & Economics
This book aims to provide help and advice for IT professionals in this situation by offering solutions to the most commonly encountered problems, such as getting a project out on time, coping with the demands of leading a team, implementing new methodologies or technologies. It is written by a team leader for other team leaders with a focus on practical advice rather than management theory or process issues. It would be targeted at experienced software engineers, developers and architects who have been promoted to the role of team leader.