AIPMM talk - chaos to clarity: managing the unmanageable, ron lichty, 12.7.12

Software Development Management at Ron Lichty Consulting
Dec. 7, 2012

More Related Content

Slideshows for you(20)


AIPMM talk - chaos to clarity: managing the unmanageable, ron lichty, 12.7.12

  1. AIPMM Webinar Series © AIPMM 2012
  2. © AIPMM 2012
  3. Today’s Speakers Moderator: Cindy F. Solomon, CPM, CPMM Founder, Global Product Management Talk Twitter: @ProdMgmtTalk @startupproduct @cindyfsolomon Presenter: Ron Lichty Software Engineering Management and Product Development Consulting w: b: t: @RonLichty © AIPMM 2012 @AIPMM #prodmgmt
  5. Chaos to Clarity: Managing the Unmanageable Ron Lichty, Ron Lichty Consulting
  6. Ron Lichty, Managing Software People & Teams SOFTWEST ___________________________________________________________ 12/07/12 Managing the Unmanageable
  7. Why we wrote: * ______________________________ * Addison Wesley published October 1, 2012 12/07/12 Managing the Unmanageable
  8. Rules of Thumb / Nuggets of Wisdom* * 300 in the book ____________________________________________________________ 12/07/12 Managing the Unmanageable
  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
  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
  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
  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. •Manage •Delegate •Be a Motivator •Don’t Be a De-Motivator ____________________________________________________________ 12/07/12 Managing the Unmanageable
  13. Motivators vs De-Motivators ____________________________________________________________ 12/07/12 Managing the Unmanageable
  14. 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
  15. Recruiting Always be recruiting ____________________________________________________________ 12/07/12 Managing the Unmanageable
  16. Shielding Your Team --John Evans photo Be a damper to the noise. --Joe Kleinschmidt, CTO ____________________________________________________________ 12/07/12 Managing the Unmanageable
  17. 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
  18. 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
  19. 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
  20. Capacity • Slack is critical to throughput – 100% capacity results in bottlenecks ____________________________________________________________ --photo (c) Bud Adams, SXC, 12/07/12 Managing the Unmanageable
  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
  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
  23. 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
  24. 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
  25. 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
  26. 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
  27. 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
  28. Ron Lichty Consulting • Mentoring and Coaching and Consulting: – • The book: Managing the Unmanageable: Rules, Tools & Insights for Managing Software People & Teams – • 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
  29. Please Join Us Again! Global Product Management Talk: Monday Dec 10 PROPER PRODUCT POSITIONING Follow AIPMM Webinar Series: Friday Dec 14 RULES OF REQUIREMENTS ++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++ 3 days of Startup Innovation Training, Certification Credential & Conference San Francisco, CA PRODUCT INNOVATION LEADER STARTUP PRODUCT SUMMIT February 5 & 6, 2013 February 7, 2013 +++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++ Stay Informed! Newsletter: LinkedIn: Membership: Certification: © AIPMM 2012 @AIPMM

Editor's Notes

  1. Image ID: 529149, Uploaded to by winjohn on May 16, 2006, John Evans, Winchester, Hants, United Kingdom,