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AIPMM Webcast:  Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams with Ron Lichty
 

AIPMM Webcast: Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams with Ron Lichty

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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 ...

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

About The AIPMM
The Association of International Product Marketing and Management (AIPMM), founded in 1998, promotes worldwide excellence in product management education and provides training, education, certification and professional networking opportunities. With members in 65 countries, the AIPMM is the Worldwide Certifying Body of product team professionals and offers globalized trainings and credentials localized for specific markets designed to meet the challenges of a constantly changing business landscape. As the only professional organization that addresses the entire product lifecycle from inception to obsolescence in any industry, the AIPMM supports strategic partners with offerings in Europe, the Middle East, Australia, and SouthEast Asia, as well as North America.

AIPMM Membership benefits include the national Product Management Educational Conference, regional conferences, the Career Center, peer Forums, tools, templates, publications and eligibility to enroll in the Certification Programs. The Agile Certified Product Manager® (ACPM), Certified Product Manager® (CPM), Certified Product Marketing Manager® (CPMM), Certified Brand Manager® (CBM), and Certified Innovation Leader (CIL) programs allow individual members to demonstrate their level of expertise and provide corporate members an assurance that their product professionals are operating at peak performance.
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Moderated by Cindy F. Solomon, CPM, CPMM
Founder, Global Product Management Talk @ProdMgmtTalk
http://www.prodmgmttalk.com
http://bit.ly/nbw9Yr

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    AIPMM Webcast:  Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams with Ron Lichty AIPMM Webcast: Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams with Ron Lichty Presentation Transcript

    • AIPMM Webinar Series http://www.aipmm.com© AIPMM 2012
    • © AIPMM 2012 http://www.aipmm.com
    • Today’s Speakers Moderator: Cindy F. Solomon, CPM, CPMM Founder, Global Product Management Talk http://www.BlogTalkRadio.com/ProdMgmtTalk Twitter: @ProdMgmtTalk @startupproduct @cindyfsolomon Presenter: Ron Lichty Software Engineering Management and Product Development Consulting w: http://www.ronlichty.com b: http://www.managingtheunmanageable.net t: @RonLichty© AIPMM 2012 @AIPMM #prodmgmt http://www.aipmm.com
    • FEATURED PRESENTATION© AIPMM 2012 http://www.aipmm.com
    • Chaos to Clarity:Managing the Unmanageable Ron Lichty, Ron Lichty Consulting www.ronlichty.com
    • Ron Lichty,Managing Software People & Teams SOFTWEST ___________________________________________________________ 12/07/12 Managing the Unmanageable http://ronlichty.com
    • Why we wrote: *______________________________ * Addison Wesley published October 1, 201212/07/12 Managing the Unmanageable http://ronlichty.com
    • Rules of Thumb / Nuggets of Wisdom* * 300 in the book____________________________________________________________12/07/12 Managing the Unmanageable http://ronlichty.com
    • 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
    • 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
    • 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
    • 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. •Manage •Delegate •Be a Motivator •Don’t Be a De-Motivator____________________________________________________________12/07/12 Managing the Unmanageable http://ronlichty.com
    • Motivators vs De-Motivators____________________________________________________________12/07/12 Managing the Unmanageable http://ronlichty.com
    • Motivating: Be Careful What You Reward • “Behavior revolves around what you measure.” – Jim Highsmith • “Firefighters who get rewarded carry matches.” – Kimberly Wiefling • Do you define “done” as “coding complete”? – Or as features that delight customers?____________________________________________________________12/07/12 Managing the Unmanageable http://ronlichty.com
    • Recruiting Always be recruiting____________________________________________________________12/07/12 Managing the Unmanageable http://ronlichty.com
    • Shielding Your Team --John Evans photo Be a damper to the noise. --Joe Kleinschmidt, CTO____________________________________________________________12/07/12 Managing the Unmanageable http://ronlichty.com
    • Managing Out and Up • “The single most important leader in an organization is your immediate supervisor.” – Jim Kouzes • “You can safely assume all perceptions are real, at least to those who own them.” – Joe Folkman____________________________________________________________12/07/12 Managing the Unmanageable http://ronlichty.com
    • Managing Out & Up • Because – your peers increasingly are not technical – and your boss may not be either • …they’ll pressure you – to micromanage your team (or let them) – to report on / prove your team’s productivity – to fill your team’s plates to capacity____________________________________________________________12/07/12 Managing the Unmanageable http://ronlichty.com
    • Productivity • The Apple Lisa team’s managers had asked engineers to report, each week, how many lines of code they’d written. The first week, Bill Atkinson turned his attention to making QuickDraw faster and more efficient, reducing the previous week’s code by 2,000 lines. He duly reported that he’d written minus-2,000 lines of code for the week.____________________________________________________________12/07/12 Managing the Unmanageable http://ronlichty.com
    • Capacity • Slack is critical to throughput – 100% capacity results in bottlenecks____________________________________________________________ --photo (c) Bud Adams, SXC, www.aimpgh.com12/07/12 Managing the Unmanageable http://ronlichty.com
    • 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
    • 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
    • Establishing Culture • Does your company live its values? • Programming culture ≠ corporate culture – Wall parts off – Substitute and bolster more appropriate values • Wherever you can, leverage culture & values____________________________________________________________12/07/12 Managing the Unmanageable http://ronlichty.com
    • Establishing Culture • “Publicly reward or acknowledge engineers who act in a way that supports the culture that you want to create.” —Juanita Mah, engineering manager____________________________________________________________12/07/12 Managing the Unmanageable http://ronlichty.com
    • Communicating • Managers have to communicate more • Encourage the team to communicate • Create a culture of communication – at every level – with everyone • up, down, within and across • “We have two ears and one mouth. Use them in this ratio.” — Kimberly Wiefling____________________________________________________________12/07/12 Managing the Unmanageable http://ronlichty.com
    • Form a Mutual Admiration Pact? • Lots more collaboration and communication • Surprise the rest of management – Relief – Or scare them (!) • Help each other manage up and out____________________________________________________________12/07/12 Managing the Unmanageable http://ronlichty.com
    • A Few Closing Rules of Thumb • If you’re a people manager, your people are far more important than anything else you’re working on. —Tim 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. —Ed Catmull, CTO, Pixar Animation Studios • In applications with high technical debt, estimating is nearly impossible. —Jim Highsmith, Agile Coach and Leader • The quality of code you demand during the first week of a project is the quality of code you’ll get every week thereafter. —Joseph Kleinschmidt, CTO, Leverage Software____________________________________________________________12/07/12 Managing the Unmanageable http://ronlichty.com
    • Ron Lichty Consulting • Mentoring and Coaching and Consulting: – http://ronlichty.com/ • The book: Managing the Unmanageable: Rules, Tools & Insights for Managing Software People & Teams – http://ManagingTheUnmanageable.net • Training: now in development: – “Managing Software People and Teams: the class” – “The Agile Manager” (Email me through the site above and I’ll let you know when.)____________________________________________________________12/07/12 Managing the Unmanageable http://ronlichty.com
    • 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/© AIPMM 2012 @AIPMM http://www.aipmm.com