Ron Lichty says, "The essence of the relationship between product managers and software development managers should be collaboration: pairing as product leaders. I've seen too many strained relationships. But I've also seen and experience the sparks of synergy that result from close collaboration - working relationships that have enhanced the product, professional and personal lives of everyone in the product organization and through the company." http://bit.ly/Q5HZ1x
6. Ron Lichty,
Managing Software People & Teams
SOFTWEST
___________________________________________________________
12/07/12 Managing the Unmanageable http://ronlichty.com
7. Why we wrote:
*
______________________________ * Addison Wesley published October 1, 2012
12/07/12 Managing the Unmanageable http://ronlichty.com
8. Rules of Thumb / Nuggets of Wisdom*
* 300 in the book
____________________________________________________________
12/07/12 Managing the Unmanageable http://ronlichty.com
9. Agenda
⢠Managing Delivery
⢠Challenges new programming managers have
⢠Motivating
⢠Recruiting
⢠Handling Problem Employees
⢠Shielding Their Team
⢠Managing Out and Up
⢠Establishing Culture
⢠Communicating
⢠Q&A
____________________________________________________________
12/07/12 Managing the Unmanageable http://ronlichty.com
10. Managing Delivery
⢠Best programming manager you ever
worked with?
⢠Skills
⢠Behaviors
⢠Finesse
⢠Gifts of greatness
. . . that made them stand out?
____________________________________________________________
12/07/12 Managing the Unmanageable http://ronlichty.com
11. Great Programming Manager
⢠Always recruiting
⢠Seeks to collaborate
⢠Listener
⢠Understands coders
⢠Deals with problem employees
⢠Motivates
⢠Clearly aligns team and purpose
⢠Infectious enthusiasm
⢠Delivers
______________________________
12/07/12 Managing the Unmanageable http://ronlichty.com
12. Challenges
for New Programming Managers
Rule of Thumb:
The very thing that has made you successful will get in your
way in your next role.
â˘Manage
â˘Delegate
â˘Be a Motivator
â˘Donât Be a De-Motivator
____________________________________________________________
12/07/12 Managing the Unmanageable http://ronlichty.com
14. Motivating:
Be Careful What You Reward
⢠âBehavior revolves around what you measure.â
â Jim Highsmith
⢠âFirefighters who get rewarded carry matches.â
â Kimberly Wiefling
⢠Do you define âdoneâ as âcoding completeâ?
â Or as features that delight customers?
____________________________________________________________
12/07/12 Managing the Unmanageable http://ronlichty.com
15. Recruiting
Always be recruiting
____________________________________________________________
12/07/12 Managing the Unmanageable http://ronlichty.com
16. Shielding Your Team
--John Evans photo
Be a damper to the noise. --Joe Kleinschmidt, CTO
____________________________________________________________
12/07/12 Managing the Unmanageable http://ronlichty.com
17. Managing Out and Up
⢠âThe single most important leader in an
organization is your immediate supervisor.â
â Jim Kouzes
⢠âYou can safely assume all perceptions are
real, at least to those who own them.â
â Joe Folkman
____________________________________________________________
12/07/12 Managing the Unmanageable http://ronlichty.com
18. Managing Out & Up
⢠Because
â your peers increasingly are not technical
â and your boss may not be either
⢠âŚtheyâll pressure you
â to micromanage your team (or let them)
â to report on / prove your teamâs productivity
â to fill your teamâs plates to capacity
____________________________________________________________
12/07/12 Managing the Unmanageable http://ronlichty.com
19. Productivity
⢠The Apple Lisa teamâs managers had asked
engineers to report, each week, how many
lines of code theyâd written. The first week,
Bill Atkinson turned his attention to making
QuickDraw faster and more efficient,
reducing the previous weekâs code by 2,000
lines. He duly reported that heâd written
minus-2,000 lines of code for the week.
____________________________________________________________
12/07/12 Managing the Unmanageable http://ronlichty.com
20. Capacity
⢠Slack is critical to throughput
â 100% capacity results in bottlenecks
____________________________________________________________ --photo (c) Bud Adams, SXC, www.aimpgh.com
12/07/12 Managing the Unmanageable http://ronlichty.com
21. What Be-Devils Managers?
⢠Micromanagement
⢠Requirements that are too detailed
⢠Requirements that are missing
⢠Requirements that are not prioritized
⢠Fixed scope with arbitrary deadlines
⢠Increasing requirements without adding time
⢠Interruptions
⢠Arbitrary, counter-productive rules
____________________________________________________________
12/07/12 Managing the Unmanageable http://ronlichty.com
22. How do we focus on collaboration?
⢠Roadmaps
⢠Prioritization
⢠Listening to customers
⢠Avoiding wasted time
⢠Reducing complexity
⢠Making software customers love
____________________________________________________________
12/07/12 Managing the Unmanageable http://ronlichty.com
23. Establishing Culture
⢠Does your company live its values?
⢠Programming culture â corporate culture
â Wall parts off
â Substitute and bolster more appropriate values
⢠Wherever you can, leverage culture & values
____________________________________________________________
12/07/12 Managing the Unmanageable http://ronlichty.com
24. Establishing Culture
⢠âPublicly reward or acknowledge engineers
who act in a way that supports the culture
that you want to create.â
âJuanita Mah, engineering manager
____________________________________________________________
12/07/12 Managing the Unmanageable http://ronlichty.com
25. Communicating
⢠Managers have to communicate more
⢠Encourage the team to communicate
⢠Create a culture of communication
â at every level
â with everyone
⢠up, down, within and across
⢠âWe have two ears and one mouth. Use them in
this ratio.â
â Kimberly Wiefling
____________________________________________________________
12/07/12 Managing the Unmanageable http://ronlichty.com
26. Form a Mutual Admiration Pact?
⢠Lots more collaboration and communication
⢠Surprise the rest of management
â Relief
â Or scare them (!)
⢠Help each other manage up and out
____________________________________________________________
12/07/12 Managing the Unmanageable http://ronlichty.com
27. A Few Closing Rules of Thumb
⢠If youâre a people manager, your people are far more important than
anything else youâre working on.
âTim Swihart, Engineering Director
⢠Projects should be run like marathons. You have to set a healthy pace
that can win the race and expect to sprint for the finish line.
âEd Catmull, CTO, Pixar Animation Studios
⢠In applications with high technical debt, estimating is nearly
impossible.
âJim Highsmith, Agile Coach and Leader
⢠The quality of code you demand during the first week of a project is
the quality of code youâll get every week thereafter.
âJoseph Kleinschmidt, CTO, Leverage Software
____________________________________________________________
12/07/12 Managing the Unmanageable http://ronlichty.com
28. Ron Lichty Consulting
⢠Mentoring and Coaching and Consulting:
â http://ronlichty.com/
⢠The book:
Managing the Unmanageable:
Rules, Tools & Insights
for Managing Software People & Teams
â http://ManagingTheUnmanageable.net
⢠Training: now in development:
â âManaging Software People and Teams: the classâ
â âThe Agile Managerâ
(Email me through the site above and Iâll let you know when.)
____________________________________________________________
12/07/12 Managing the Unmanageable http://ronlichty.com
29. Please Join Us Again!
Global Product Management Talk: Monday Dec 10 PROPER PRODUCT POSITIONING
Follow http://www.blogtalkradio.com/prodmgmttalk
AIPMM Webinar Series: Friday Dec 14 RULES OF REQUIREMENTS
http://aipmm.com/aipmm_webinars/
++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++
3 days of Startup Innovation Training, Certification Credential & Conference
San Francisco, CA
PRODUCT INNOVATION LEADER STARTUP PRODUCT SUMMIT
http://bit.ly/SEAZGA startupproduct.com
February 5 & 6, 2013 February 7, 2013
+++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++
Stay Informed!
Newsletter: http://www.aipmm.com/subscribe
LinkedIn: http://www.linkedin.com/company/aipmm
Membership: http://www.aipmm.com/join.php
Certification: http://aipmm.com/html/certification/
Š AIPMM 2012 @AIPMM http://www.aipmm.com
Hinweis der Redaktion
Image ID: 529149, Uploaded to http://www.sxc.hu/photo/529149 by winjohn on May 16, 2006, John Evans, Winchester, Hants, United Kingdom, www.thetippingpoint.co.uk