Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams

Cover
Half Title
Title Page
Copyright Page
Dedication
Contents
Preface
About the Authors
Chapter 1 Why Programmers Seem Unmanageable
	What Do Programmers Do?
	Why Is Becoming a Successful Programming Manager Hard?
Chapter 2 Understanding Programmers
	Programming Disciplines
		Embedded and IoT Programmers
		Frontend Programmers
		Backend Programmers
		Database Programmers
		Web Developers and Other Scripters
		Fullstack Programmers
		DevOps
		DevSecOps
	Types of Programmers
		System Engineers/Architects
		Systems Programmers
		Application Programmers
		Not Really Programmers
		Domain Expertise
	Programmer Job Requirements and Abilities
	Proximity and Relationship
		In-House Employees
		Geographically Distant Employees
		Contractors
		Contracted Managed Teams and Outsourcing Companies
	Generational Styles
	Personality Styles
		Left-Brain versus Right-Brain People
		Night versus Morning People
		Cowboys versus Farmers
		Heroes
		Introverts
		Cynics
		Jerks
	Summary
	Tools
Chapter 3 Finding and Hiring Great Programmers
	Determining What Kind of Programmer to Hire
	Writing the Job Description
	Selling the Hire
	Recruiting Full-Time Employees (FTEs)
		Always Be Recruiting
		Budgeting for Recruiting
		Recruiter Case Study
		Employee Referrals
		Effective Recruiting
		Recruiting Tips
	Recruiting Contractors
	Reviewing Résumés
	Narrowing the Field
	Preparing to Interview
	Interviewing
	Making the Decision to Hire a Programmer
	Making the Right Offer to a Programmer
	Follow Up until the Programmer Accepts
	Summary
	Tools
Chapter 4 Getting New Programmers Started Off Right
	Get Them on Board Early
	Preparing for Their Arrival
	First-Day Musts
	Introductions
	Ensuring Success
	Initial Expectations
	Summary
	Tools
Chapter 5 Becoming an Effective Programming Manager: Managing Down
	Earning Technical Respect
	Hire Great Programmers
	Turbocharge the Team You Have
		Manage Types of Programmers Differently
		Facilitation
		Dashboards
		Protect Your Team
	Judging and Improving Performance
		Setting Objectives
		Performance Reviews
			Anniversary Date Performance Reviews
			Focal Point Performance Reviews
			Performance Review Process
				Contractors: No Performance Reviews Necessary
			Know When to Cut Your Losses
			Exit Checklist
	Organizational Thinking
		Staffing
			Full-Time versus Contractors
			In-House versus Offshore Contractors
		Organizing
			Office-Based versus Virtual Teams
			Programmer Teams—Small versus Large Teams
			Managing Larger Organizations
		Functional Programming Departments
		Cross-Functional Teams
		Agile Teams
	Troubleshooting a Dysfunctional Organization
	Deliver Results and Celebrate Success
	Summary
	Tools
Chapter 6 Becoming an Effective Programming Manager: Managing Up, Out, and Yourself
	Managing Up
		Understand Your Boss
		Package Your Communications
		Understand Your Boss’s Boss
		Timing
		Be a Model Employee
		Bottom Line
	Managing Out
		Collaborating within Your Department
		Understand Other Departments
		Leverage Important Support Functions
		Human Resources (HR)
		Finance and Managing Budgets
		Headcount
		Consultants and Contractors
		Equipment and Tools
		Travel and Training
		Legal
	Managing Outside the Company
		Customers
		Technology Providers
		Technology Innovators and Work Disruptors
		Tools Vendors and Suppliers
		Government, Trade, and International Standards Organizations
		Industry Consortiums
		Professional Organizations
		University Educators
		Local Connections
	Bottom Line
	Managing Yourself
		Personal Style
			Appropriate Appearance
			Work Ethic
			Know Your Staff
	Time and Priority Management
	Communications Management
	Management Practices
		Pay Attention to the Person
		Listen Reflectively
		Break Down Barriers to Communication
		Understand What Is Really Important
		Make Progress Every Day
			Be Part of the Solution, Not Part of the Problem
		Follow-Up Management
			Daily Task List
			Action Items
			Reminders
		Find a Mentor
		Bottom Line
	Summary
	Tools
RULES OF THUMB AND NUGGETS OF WISDOM
	The Challenges of Managing
	Managing People
	Managing Teams to Deliver Successfully
Chapter 7 Motivating Programmers
	Motivational Theories
		Maslow’s Hierarchy of Needs
		McGregor’s X-Y Theory
		Herzberg’s Motivation and Hygiene Factors
	Motivational Factors as Applied to Programmers
	Putting Theory into Practice
	Foundational Factors—Causes of Dissatisfaction (When Lacking)
		Respect for Supervisor
			Gain Technical Respect
			Respect Others
			Establish Your Culture
			Lead by Example
			Help Solve Technical Problems
			Manage and Coach
			Focus on Your People
		Having Fun
		Learning and Growing
		Good Working Conditions
			Make the Workplace a Good Place to W ork
				“No Jerks” Rule
			Be Flexible
			Feed Your Team
		Sane Company Policies and Administration
			Communicate
			Protect Your Staff from Organizational Distraction
			Protect Your Staff from Bad Organization
			Communication and Policies
		Ethical Management
			Be Ethical and Professional at All T imes
			Be Fair
			Compensate Fairly
			Promote Appropriately
		Key Motivating Factors
			Making a Difference in the World
			Learning and Growing
			Toys and Technology
			Recognition and Praise
			Having Fun with Your Staff
			Upside
	Personal Commitment
	Technology Offense and Defense
	Understanding Your Programmers’ Motivations Begins on Day One
	Summary
	Tools
Chapter 8 Establishing a Successful Programming Culture
	Defining “Successful”
	The Programming Culture
	Company Culture
		Leveraging the Complexity of Your Company’s Cultur ..e
		Walling Off Your Company’s Culture
		What Part Does Technology Play in Your Company?
		What Drives Your Company?
	Characteristics of a Successful Programming Culture
		Mutual Respect
		Innovation
		Standards
		Delivery
		Communication
		Communication among Virtual Teams
		Fairness
		Empowerment
		Professionalism
		No Jerks and Bozos
		Excellence
		Programming Excellence
		Teamwork and Collaboration
		Passion
		Customer Focus
		Learning
		Environment
	Summary
	Tools
Chapter 9 Managing Successful Software Delivery
	Inspire Purpose
	Define “Success”
	Recognize Nonnegotiable Dates
	Plan for Rewards
	Demand Clear Requirements
		Collaborate to Prioritize Requirements
		Limit Requirements to “What,” Not “How”
		Seek to Delight Customers
	Define “Done”
	Ballpark the Effort Required
		Estimation: No One-Size-Fits-All
	Ensure There’s Appropriate Architecture and Design
		How Much Design Is Enough?
		Value Proofs of Concept, Prototypes, and Spikes
		Hold Design Reviews
	Support the Work
		You Need a Plan
		Determine the Pace of the Project
		Set Agreed-Upon Milestones
		Ensure Everyone Is Communicating
		Keep Focus on the Mission
		Remove Impediments
		Ensure That Agreed-Upon Standards and Requirements Are Met
		Leverage Test-Driven Development
		Insist on Code Reviews
	Ship It/Go Live!
		No New Features
		Run the Product
		Be Prepared to Declare Success and Start on the Point Release
		Know When to Cut Your Losses
		OEM and International Versions
	Wrap Up
		Celebrate
		Retrospect
		Share
		Refactor
		Point Releases
	Summary
	Tools
Chapter 10 If You Are Agile, What Do Managers Do?
	Why Managers May Feel Left Out
	How Agile Changes Managers’ Roles
	There Are Management Roles in Agile
	How Agile Organizational Restructuring Also Changes Managers’ Roles
	Ten Critical Roles for Agile Managers
		1. Foster an Agile Culture
		2. Embrace Agile Values
		3. Coach and Mentor Good Agile Practices
			Enable Self-Organizing Teams
			Ensure Communication
			Embrace Change
	Set Quality Expectations
		Foster Continuous Improvement
		Apply Timeboxing
	4. Dispel Myths about Agile
		Myth: Agile Is about Practices
		Myth: Agile Is What Developers Do
		Myth: Agile Means Product Owners Do Less
		Myth: Agile Has No Rigor
		Myth: Agile Teams Cannot Supply Estimates
		Myth: Agile Has No Architecture
		Myth: Agile Means We Don’t Need Roadmaps
	5. Be Mindful of Agile Patterns and Antipatterns
		Support Agile Success Patterns
		Recognizing Agile Antipatterns Is Equally Important
	6. Lead Technical Communities of Practice That Span Scrum Teams
	7. Remove Impediments
	8. Counsel and Coach
	9. Hire
	10. Fire
	Summary
	Tools
TOOLS
Index
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