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
AIPMM talk - chaos to clarity: managing the unmanageable, ron lichty, 12.7.12Ron Lichty
Good software management:
⁃ How to recognize it when you see it
⁃ How to encourage it
⁃ How to encourage senior management to encourage it
⁃ How to collaborate with it effectively
What does good software development management look like?
How do good programming managers motivate their teams?
What are programming managers bedeviled by?
How are programming managers tormented by product managers?
What are the forces that cause discord between product and software development managers?
What can be done about feature creep and late changing requirements?
Why do so many parts of organizations expect feature requirements to change but not delivery schedules?
What are objectives shared between programming managers and product managers that could encourage collaboration?
What would happen if programming managers and product managers formed mutual admiration societies with each other?
Do you want to be a manager (are you sure)Ron Lichty
Managing programmers is hard! Becoming a successful manager requires a drastic change of focus. There are expectations to consider before making a leap to the “dark side.”
The transition from programmer to manager is made particularly challenging by the dramatic difference between what made us successful as programmers and what it takes to successfully manage others. In addition, programmers are an interesting management challenge.
We tend to be free spirits, playful, curious, and (very) independent.
How can you ease the transition into management? What’s management really about? What will you give up?
Bio:
Ron Lichty wants to make software development better worldwide by advancing the practice of software development management. He has been alternating between consulting with and managing software development and product organizations for 25 years, almost all of those spent untangling the knots in software development and transforming chaos to clarity, the last 20 of those in the era of Agile. Originally a programmer, he earned several patents and wrote two popular programming books before being hired into his first management role by Apple Computer, which nurtured his managerial growth in both development and product management roles.
Principal and owner of Ron Lichty Consulting, Inc. (www.RonLichty.com), Ron has repeatedly been brought in as an acting CTO and interim vice president of engineering to solve development team challenges. He has trained teams in Scrum, transitioned teams from waterfall and iterative methodologies to agile, coached teams already using agile to make their software development "hum", and trained managers in managing software people and teams. In his continued search for effective best practices, Ron co-authors the Study of Product Team Performance (http://www.ronlichty.com/study.html).
Ron's most recent book is Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams - http://www.ManagingTheUnmanageable.net. Published by Addison Wesley as both book and video training, it has been compared by reviewers to software development classics, The Mythical Man-Month and Peopleware.
During Ron's first three years at Charles Schwab, he led software development of the first investor tools on Schwab.com, playing a role in transforming the bricks-and-mortar discount brokerage into a premier name in online financial services. He was promoted to Schwab vice president while leading his CIO’s three-year technology initiative to migrate software development from any-language-goes to a single, cost-effective platform company-wide and nurturing Schwab's nascent efforts to leverage early Agile approaches. He has led products and development across a wide range of domains for companies of all sizes, from startups to the Fortune 500, including Fujitsu, Razorfish, Stanford, and Apple.
Ron co-chairs the Silicon Valley Engineering Leadership Community.
Leading and Motivating Engineers - what product managers need to know - prod...Ron Lichty
Effective, experienced technical product management is crucial to make software development hum: Engineering and Product Management are symbiotic. Product managers lead and motivate by first establishing credibility with engineers, and by bringing vision, data, collaboration, prioritization, and protection. Ron Lichty has repeatedly been brought in to transform chaos to clarity in software development. Here’s what product managers can apply to lead and motivate engineers and make software development hum.
BIo:
Ron Lichty has, for 30-plus years, championed delighting customers. He believes that strong product/engineering collaboration is essential to achieving that goal. Ron co-authored the Addison-Wesley book Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams (http://www.ManagingTheUnmanageable.net) and annually coauthors the Study of Product Team Performance (http://www.ronlichty.com/study.html).
Ron spent seven years as a programmer, two years as a product manager, and 25 years managing product and development organizations at all levels - to VP of engineering, VP of product and CTO - at companies ranging in size from tiny startups to Charles Schwab,Stanford, and Apple.
He now consults across that realm, taking on fractional interim VP Engineering and acting CTO roles, training teams in agile, training managers in managing software people and teams, and coaching development teams and executives in making software development hum. (http://www.ronlichty.com)
Ron has long been a popular speaker at product, development and agile meetups and conferences. Ron@RonLichty.com
12 Take Aways - Managing the UnmanageableRon Lichty
His 450-page book, Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams (http://www.ManagingTheUnmanageable.net), published by Addison Wesley, has been compared by many readers to programming classics The Mythical Man-Month and Peopleware. It was recently released as video training - LiveLessons: Managing Software People and Teams - both from Pearson and on O’Reilly’s Safari Network (http://www.ManagingTheUnmanageable.net/video.html). He also co-authors the biannual Study of Product Team Performance (http://www.ronlichty.com/study.html).
Effective, experienced technical product management is crucial to make software engineering hum: Engineering and Product Management are symbiotic. When engineering is chaotic, many times applying a product management “fix” can do the trick. Ron Lichty has repeatedly been brought in to transform chaos to clarity in software development. Here’s a set of diagnoses, each with a product management fix that product managers can apply to make engineering hum.
Showcase your product, company, solutions and services at this dynamic event that draws some of the most passionate product people from the product community worldwide.
http://productsummit.org
Sean Campbell, Principal, Cascade Insights, Discusses Competitive Intelligence Frameworks For Deciphering Changing Market Forces And Customer Needs
Sean says, "Regularly, Scott Swigart and I discuss pertinent issues on the CI Life podcast. I'm looking forward to joining the Global Product Management Talk format and socratic twitter chat - a novel approach for talking about these frameworks with tweets and blogtalkradio community."
Background resources: http://bit.ly/128fhQp
Listen! http://bit.ly/Z0h0sg
Mark your calendar with the correct time: http://bit.ly/UBVUKi
Follow for reminders: http://bit.ly/nbw9Yr
Curated Content: http://bit.ly/xHe37N
Participate! http://bit.ly/eC3D09
What is #ProdMgmtTalk? http://bit.ly/AlLEbN
Join Global Product Management Talk! http://linkd.in/jRmwRx
As a top 10 business podcast on the BlogTalkRadio network, we receive >18,000 listens per week! Imagine your brand engaged with our audience for over 50 minutes on their personal devices! Sponsor us: http://bit.ly/gF0Tt3
Startup Product Summit
Discover how to work together to develop amazing products.
February 7, 2013, San Francisco
startupproduct.com
Registration is now open!
startupproduct.ticketbud.com/summit
Become a Product Leader!
2 Day Intensive: Product Innovation Leadership
February 5 & 6, San Francisco
http://www.aipmm.com/html/certification/strategic-innovation.php
AIPMM talk - chaos to clarity: managing the unmanageable, ron lichty, 12.7.12Ron Lichty
Good software management:
⁃ How to recognize it when you see it
⁃ How to encourage it
⁃ How to encourage senior management to encourage it
⁃ How to collaborate with it effectively
What does good software development management look like?
How do good programming managers motivate their teams?
What are programming managers bedeviled by?
How are programming managers tormented by product managers?
What are the forces that cause discord between product and software development managers?
What can be done about feature creep and late changing requirements?
Why do so many parts of organizations expect feature requirements to change but not delivery schedules?
What are objectives shared between programming managers and product managers that could encourage collaboration?
What would happen if programming managers and product managers formed mutual admiration societies with each other?
Do you want to be a manager (are you sure)Ron Lichty
Managing programmers is hard! Becoming a successful manager requires a drastic change of focus. There are expectations to consider before making a leap to the “dark side.”
The transition from programmer to manager is made particularly challenging by the dramatic difference between what made us successful as programmers and what it takes to successfully manage others. In addition, programmers are an interesting management challenge.
We tend to be free spirits, playful, curious, and (very) independent.
How can you ease the transition into management? What’s management really about? What will you give up?
Bio:
Ron Lichty wants to make software development better worldwide by advancing the practice of software development management. He has been alternating between consulting with and managing software development and product organizations for 25 years, almost all of those spent untangling the knots in software development and transforming chaos to clarity, the last 20 of those in the era of Agile. Originally a programmer, he earned several patents and wrote two popular programming books before being hired into his first management role by Apple Computer, which nurtured his managerial growth in both development and product management roles.
Principal and owner of Ron Lichty Consulting, Inc. (www.RonLichty.com), Ron has repeatedly been brought in as an acting CTO and interim vice president of engineering to solve development team challenges. He has trained teams in Scrum, transitioned teams from waterfall and iterative methodologies to agile, coached teams already using agile to make their software development "hum", and trained managers in managing software people and teams. In his continued search for effective best practices, Ron co-authors the Study of Product Team Performance (http://www.ronlichty.com/study.html).
Ron's most recent book is Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams - http://www.ManagingTheUnmanageable.net. Published by Addison Wesley as both book and video training, it has been compared by reviewers to software development classics, The Mythical Man-Month and Peopleware.
During Ron's first three years at Charles Schwab, he led software development of the first investor tools on Schwab.com, playing a role in transforming the bricks-and-mortar discount brokerage into a premier name in online financial services. He was promoted to Schwab vice president while leading his CIO’s three-year technology initiative to migrate software development from any-language-goes to a single, cost-effective platform company-wide and nurturing Schwab's nascent efforts to leverage early Agile approaches. He has led products and development across a wide range of domains for companies of all sizes, from startups to the Fortune 500, including Fujitsu, Razorfish, Stanford, and Apple.
Ron co-chairs the Silicon Valley Engineering Leadership Community.
Leading and Motivating Engineers - what product managers need to know - prod...Ron Lichty
Effective, experienced technical product management is crucial to make software development hum: Engineering and Product Management are symbiotic. Product managers lead and motivate by first establishing credibility with engineers, and by bringing vision, data, collaboration, prioritization, and protection. Ron Lichty has repeatedly been brought in to transform chaos to clarity in software development. Here’s what product managers can apply to lead and motivate engineers and make software development hum.
BIo:
Ron Lichty has, for 30-plus years, championed delighting customers. He believes that strong product/engineering collaboration is essential to achieving that goal. Ron co-authored the Addison-Wesley book Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams (http://www.ManagingTheUnmanageable.net) and annually coauthors the Study of Product Team Performance (http://www.ronlichty.com/study.html).
Ron spent seven years as a programmer, two years as a product manager, and 25 years managing product and development organizations at all levels - to VP of engineering, VP of product and CTO - at companies ranging in size from tiny startups to Charles Schwab,Stanford, and Apple.
He now consults across that realm, taking on fractional interim VP Engineering and acting CTO roles, training teams in agile, training managers in managing software people and teams, and coaching development teams and executives in making software development hum. (http://www.ronlichty.com)
Ron has long been a popular speaker at product, development and agile meetups and conferences. Ron@RonLichty.com
12 Take Aways - Managing the UnmanageableRon Lichty
His 450-page book, Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams (http://www.ManagingTheUnmanageable.net), published by Addison Wesley, has been compared by many readers to programming classics The Mythical Man-Month and Peopleware. It was recently released as video training - LiveLessons: Managing Software People and Teams - both from Pearson and on O’Reilly’s Safari Network (http://www.ManagingTheUnmanageable.net/video.html). He also co-authors the biannual Study of Product Team Performance (http://www.ronlichty.com/study.html).
Effective, experienced technical product management is crucial to make software engineering hum: Engineering and Product Management are symbiotic. When engineering is chaotic, many times applying a product management “fix” can do the trick. Ron Lichty has repeatedly been brought in to transform chaos to clarity in software development. Here’s a set of diagnoses, each with a product management fix that product managers can apply to make engineering hum.
Showcase your product, company, solutions and services at this dynamic event that draws some of the most passionate product people from the product community worldwide.
http://productsummit.org
Sean Campbell, Principal, Cascade Insights, Discusses Competitive Intelligence Frameworks For Deciphering Changing Market Forces And Customer Needs
Sean says, "Regularly, Scott Swigart and I discuss pertinent issues on the CI Life podcast. I'm looking forward to joining the Global Product Management Talk format and socratic twitter chat - a novel approach for talking about these frameworks with tweets and blogtalkradio community."
Background resources: http://bit.ly/128fhQp
Listen! http://bit.ly/Z0h0sg
Mark your calendar with the correct time: http://bit.ly/UBVUKi
Follow for reminders: http://bit.ly/nbw9Yr
Curated Content: http://bit.ly/xHe37N
Participate! http://bit.ly/eC3D09
What is #ProdMgmtTalk? http://bit.ly/AlLEbN
Join Global Product Management Talk! http://linkd.in/jRmwRx
As a top 10 business podcast on the BlogTalkRadio network, we receive >18,000 listens per week! Imagine your brand engaged with our audience for over 50 minutes on their personal devices! Sponsor us: http://bit.ly/gF0Tt3
Startup Product Summit
Discover how to work together to develop amazing products.
February 7, 2013, San Francisco
startupproduct.com
Registration is now open!
startupproduct.ticketbud.com/summit
Become a Product Leader!
2 Day Intensive: Product Innovation Leadership
February 5 & 6, San Francisco
http://www.aipmm.com/html/certification/strategic-innovation.php
Nick says, "Looking forward to learning of the challenges the global product management community faces in regards to adopting Agile and responding to customers. Going to be great to be answering these questions from Agile 2012, the largest Agile conference in the world!"
Leon says, "I’m happy to be speaking at The Global Product Management Talk about requirements management since it is a challenge product managers confront in every organization, where ever they are located. Knowing what to invest in, how to invest in it and implementing the process with superior results, is the result of a great product management process."
Hector says, "I'm looking forward to this important discussion with the Global Product Management Talk since I speak with professionals seeking to advance their product management careers on a daily basis. I'm delighted to join other participants in the ProdMgmtTalk community who already serve as mentors, perhaps in an informal way, by generously sharing their expertise and contributing to the visibility of the product manager's role in successfully guiding products throughout the entire product lifecycle process."
Ict educators win-win-win w agile, ron lichty, 1.4.13Ron Lichty
"Delivering a Win-Win-Win Workforce with Agile Programming Methods", presentation to the 2013 Winter ICT Educator conference in San Francisco January 4, 2013.
Bring the Users: Integrating UX into Your Organization
User Experience (UX) can be surprisingly difficult to bring into organizations. This session will give you the facts to back up your convictions. Carol will provide you with clear and convincing responses to tough questions about UX and usability methods. You’ll leave with facts about the Return on Investment (ROI) of UX, how to respond to UX skeptics, and how to turn your entire team into usability evangelists.
Product Tank Dublin: Scaling Agile Product ModelsRich Mironov
"Product Managers, Product Owners, Scalable Agile Product Models:" what do the first few scale-ups of product management look like, from one end-to-end PM to several to a multi-tier model? And what are some of the challenges/pitfalls?
Building products that solve human needs 101Ryan Lou
An introduction to validation methods for early stage startup ideas. Delivered to students from the National University of Singapore Overseas College program.
Sociology & Technology of social mediaHarry Reczek
All meetings are exercises in *Solution Selling*. Develop the social media mindset for effective results. Use social media effectively to have those meetings with the right words and perspective. (This is class #3 in a series). ~H.
How To Kick Ass Online Webinar - Part 3 Digital Leadership Website Sales Funn...Doyle Buehler
How to connect and re-align your website across your entire online platform.
What you actually need for a working, qualifying, sales and leads funnel.
Creating influence beyond your immediate reach through focussed advertising and analytics.
The ultimate goal is that you will gain incredible clarity of what you need to be doing online to maximise your ATM, and how to put all of your digital ecosystem pieces together, to work FOR you.
Want to build and maintain a compelling competitive online presence using your ATM? Based upon Doyle Buehler's award winning digital strategy framework, this KPI series will show you how to construct a comprehensive, integrated digital ecosystem that has all your online assets working together (strategy, social media, website, sales funnel, branding, content, advertising, SEO etc)
Specifically designed to complement the 5P framework, you will get a step-by-step understanding over 3 webinars that kicks your platform into high gear, with the tools and knowledge to really make things happen online for your business...
Crash course- managing software people and teamsRon Lichty
"We'd like you to manage the team now." That's about as much introduction - and training - as many of us get before our first day managing. Often preceded only by, "You're a great programmer,” and maybe, “it feels like you've got some people skills.”
But while programming cred and facility with people are helpful qualifications, what do you really need to know to manage well? What makes a manager great? What are the qualities that meld teams and deliver great software? What will make both your programmers and your execs rave? Those are among the questions that led Ron Lichty and his co-author Mickey W. Mantle to write "Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams" (Addison-Wesley).
In this interactive session, Ron will examine the great managers each of us has experienced, and the qualities, skills, finesse and gifts of greatness that made them stand out. He'll talk about "the rest of the job": managing up, managing out, and other aspects of being a seasoned manager that reports mostly don't see.
You'll take away a few best practices that take most managers years to discover.
Bio:
Ron Lichty has been managing and, more recently, consulting in software development and product organizations for over 25 years at companies like Apple, Fujitsu, Schwab, Razorfish, Forensic Logic, Stanford, Check Point, and dozens of startups of all sizes. Before that, as a programmer, he coded compiler code generators, was awarded patents for compression and security algorithms for embedded microcontroller devices, wrote two widely used programming texts, and developed the computer animation demo that Apple used to launch and sell a next-generation line of PCs. He has mostly managed development teams and organizations, but also product managers, project managers, testers, designers, … pretty much everyone on product teams. The primary focus of his consulting practice, these last four years, has mirrored what he did as a manager: untangling the knots in software development. His career has spanned web applications, system software, entertainment, shrinkwrap products, ecommerce, interface development, embedded devices, professional services and IT - and grew from first level managing to VP Engineering, VP Product and CTO roles.
As Ron Lichty Consulting, he takes on fractional Interim VP Engineering and Acting CTO roles, trains teams in scrum, transitions teams to agile, trains managers in managing software people and teams, and coaches teams to make their software development “hum.” http://www.ronlichty.com
His 450-page book, Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams (http://www.ManagingTheUnmanageable.net), published by Addison Wesley, has been compared by many readers to programming classics The Mythical Man-Month and Peopleware. He also co-authors the biannual Study of Product Team Performance (http://www.ronlichty.com/study.html).
Managers, responsible for leading change in organizations are struggling to adapt. Many are failing. Individual workers need and deserve better support to be productive. This talk addresses how to use a Lean DevOps philosophy to influence change to salvage ITOps reputations.
Presentation at Agile Australia 2012: Agile and Lean methods are not just for developers! This case study will show the how an IBM Sales team is using Agile and Lean methods and tools to manage their workflow, work load, and work prioritisation; while making reporting and real-time dashboards a reality for sales management. Included in this case study will be the movement to self-organising teams and team prioritisation sessions.
Nick says, "Looking forward to learning of the challenges the global product management community faces in regards to adopting Agile and responding to customers. Going to be great to be answering these questions from Agile 2012, the largest Agile conference in the world!"
Leon says, "I’m happy to be speaking at The Global Product Management Talk about requirements management since it is a challenge product managers confront in every organization, where ever they are located. Knowing what to invest in, how to invest in it and implementing the process with superior results, is the result of a great product management process."
Hector says, "I'm looking forward to this important discussion with the Global Product Management Talk since I speak with professionals seeking to advance their product management careers on a daily basis. I'm delighted to join other participants in the ProdMgmtTalk community who already serve as mentors, perhaps in an informal way, by generously sharing their expertise and contributing to the visibility of the product manager's role in successfully guiding products throughout the entire product lifecycle process."
Ict educators win-win-win w agile, ron lichty, 1.4.13Ron Lichty
"Delivering a Win-Win-Win Workforce with Agile Programming Methods", presentation to the 2013 Winter ICT Educator conference in San Francisco January 4, 2013.
Bring the Users: Integrating UX into Your Organization
User Experience (UX) can be surprisingly difficult to bring into organizations. This session will give you the facts to back up your convictions. Carol will provide you with clear and convincing responses to tough questions about UX and usability methods. You’ll leave with facts about the Return on Investment (ROI) of UX, how to respond to UX skeptics, and how to turn your entire team into usability evangelists.
Product Tank Dublin: Scaling Agile Product ModelsRich Mironov
"Product Managers, Product Owners, Scalable Agile Product Models:" what do the first few scale-ups of product management look like, from one end-to-end PM to several to a multi-tier model? And what are some of the challenges/pitfalls?
Building products that solve human needs 101Ryan Lou
An introduction to validation methods for early stage startup ideas. Delivered to students from the National University of Singapore Overseas College program.
Sociology & Technology of social mediaHarry Reczek
All meetings are exercises in *Solution Selling*. Develop the social media mindset for effective results. Use social media effectively to have those meetings with the right words and perspective. (This is class #3 in a series). ~H.
How To Kick Ass Online Webinar - Part 3 Digital Leadership Website Sales Funn...Doyle Buehler
How to connect and re-align your website across your entire online platform.
What you actually need for a working, qualifying, sales and leads funnel.
Creating influence beyond your immediate reach through focussed advertising and analytics.
The ultimate goal is that you will gain incredible clarity of what you need to be doing online to maximise your ATM, and how to put all of your digital ecosystem pieces together, to work FOR you.
Want to build and maintain a compelling competitive online presence using your ATM? Based upon Doyle Buehler's award winning digital strategy framework, this KPI series will show you how to construct a comprehensive, integrated digital ecosystem that has all your online assets working together (strategy, social media, website, sales funnel, branding, content, advertising, SEO etc)
Specifically designed to complement the 5P framework, you will get a step-by-step understanding over 3 webinars that kicks your platform into high gear, with the tools and knowledge to really make things happen online for your business...
Crash course- managing software people and teamsRon Lichty
"We'd like you to manage the team now." That's about as much introduction - and training - as many of us get before our first day managing. Often preceded only by, "You're a great programmer,” and maybe, “it feels like you've got some people skills.”
But while programming cred and facility with people are helpful qualifications, what do you really need to know to manage well? What makes a manager great? What are the qualities that meld teams and deliver great software? What will make both your programmers and your execs rave? Those are among the questions that led Ron Lichty and his co-author Mickey W. Mantle to write "Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams" (Addison-Wesley).
In this interactive session, Ron will examine the great managers each of us has experienced, and the qualities, skills, finesse and gifts of greatness that made them stand out. He'll talk about "the rest of the job": managing up, managing out, and other aspects of being a seasoned manager that reports mostly don't see.
You'll take away a few best practices that take most managers years to discover.
Bio:
Ron Lichty has been managing and, more recently, consulting in software development and product organizations for over 25 years at companies like Apple, Fujitsu, Schwab, Razorfish, Forensic Logic, Stanford, Check Point, and dozens of startups of all sizes. Before that, as a programmer, he coded compiler code generators, was awarded patents for compression and security algorithms for embedded microcontroller devices, wrote two widely used programming texts, and developed the computer animation demo that Apple used to launch and sell a next-generation line of PCs. He has mostly managed development teams and organizations, but also product managers, project managers, testers, designers, … pretty much everyone on product teams. The primary focus of his consulting practice, these last four years, has mirrored what he did as a manager: untangling the knots in software development. His career has spanned web applications, system software, entertainment, shrinkwrap products, ecommerce, interface development, embedded devices, professional services and IT - and grew from first level managing to VP Engineering, VP Product and CTO roles.
As Ron Lichty Consulting, he takes on fractional Interim VP Engineering and Acting CTO roles, trains teams in scrum, transitions teams to agile, trains managers in managing software people and teams, and coaches teams to make their software development “hum.” http://www.ronlichty.com
His 450-page book, Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams (http://www.ManagingTheUnmanageable.net), published by Addison Wesley, has been compared by many readers to programming classics The Mythical Man-Month and Peopleware. He also co-authors the biannual Study of Product Team Performance (http://www.ronlichty.com/study.html).
Managers, responsible for leading change in organizations are struggling to adapt. Many are failing. Individual workers need and deserve better support to be productive. This talk addresses how to use a Lean DevOps philosophy to influence change to salvage ITOps reputations.
Presentation at Agile Australia 2012: Agile and Lean methods are not just for developers! This case study will show the how an IBM Sales team is using Agile and Lean methods and tools to manage their workflow, work load, and work prioritisation; while making reporting and real-time dashboards a reality for sales management. Included in this case study will be the movement to self-organising teams and team prioritisation sessions.
Walk, Don't Run: Incremental Change in Enterprise UXuxpin
You'll learn:
- A realistic approach to product improvement in large enterprises
- How to create and execute a pilot program for overcoming “product stagnation”
- How to scale the program to a growth team dedicated to improving existing products
12 Take Aways - Managing the UnmanageableRon Lichty
Twelve Take Aways: Managing the Unmanageable. We'll look at 12 best practices that make programming managers great but take most managers years to discover. Expect an interactive session.
About 95 percent of programming managers had no management training before being tapped to manage. Ron Lichty and his co-author Mickey W. Mantle, both former programmers, didn't either.
About half of managers never get any training in managing. Ron and Mickey were lucky enough to work for companies like Apple and Pixar that provided some general management training. But little to none of it was specific to managing programmers, or to managing programming teams.
The struggle to manage programmers and programming teams motivated years of weekend breakfasts for Ron and Mickey, during which they traded insights - on the challenges they faced - and solutions they had used and seen - the kinds of stuff they’d wished they'd had when they started managing.
Sharing insights and best practices with each other for a decade led them to realize they wanted to share what they had learned. And that led to spending eight years of free time writing their Addison Wesley book, Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams, http://www.ManagingTheUnmanageable.net. To their own hard-won experience, they added the best of the treasure troves they'd each collected of rules of thumb and nuggets of wisdom from their peers and programming manager thought leaders around the world.
Reviewers have repeatedly compared Managing the Unmanageable to The Mythical Man-Month and Peopleware, the classics on software development challenges.
About Ron:
Ron Lichty has been managing and, more recently, consulting in managing software development and product organizations for over 25 years at companies like Apple Computer, Fujitsu, Charles Schwab, Avenue A | Razorfish, Forensic Logic, Stanford, Check Point, MediaBrands, and dozens of startups of all sizes. Before that, as a programmer, he coded compiler code generators, was awarded patents for compression and security algorithms he designed and coded for embedded microcontroller devices, wrote two widely used programming texts, and developed the computer animation demo that Apple used to launch and sell a next-generation line of PCs. He has mostly managed development teams and organizations, but also product managers, project managers, testers, designers, … pretty much everyone on product teams.
The primary focus of his consulting practice, these last 5 years, has mirrored what he did as a manager: untangling the knots in software development. His career grew to VP Eng, VP Product and CTO roles.
As Ron Lichty Consulting, he takes on fractional Interim VPE roles, trains teams in scrum, transitions teams to agile, trains managers in managing software people and teams, and advises organizations and coaches teams to make their software development “hum.” http://www.ronlichty
Future of Agile - Keynote at Agile for Business Conference Nov 2019 Edwin Dando
I was asked to deliver a keynote on my views of the future of Agile. I see agile organisations using a decentralized model, empowering teams to work directly with customers and in this talk reference the Haier micro-enterprises model as a successful implementation of this.
The Future of Agile | Closing keynote at the 2019 Agile for Business Forum Edwin Dando
I was asked to present on The Future of Agile - a reasonably dubious topic at the best of times. I only had 30 minutes so it was a very quick-fire presentation. In essence, my message was the future is bright, but "agile" has become highly fragmented and means many things to many people. The word "agile" is tainted and meaningless, as it has been twisted and bent by Johnny-come-lately's intent of cashing in on the latest trend, without actually understanding it.
Similar to AIPMM Webinar: Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams with Ron Lichty (20)
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
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Cracking the Workplace Discipline Code Main.pptxWorkforce Group
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Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
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.
•Manage
•Delegate
•Be a Motivator
•Don’t Be a De-Motivator
____________________________________________________________
12/07/12 Managing the Unmanageable http://ronlichty.com
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 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
• “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
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 http://ronlichty.com
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 http://ronlichty.com
20. Capacity
• Slack is critical to throughput
– 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 ≠ 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
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 http://ronlichty.com
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 http://ronlichty.com
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 http://ronlichty.com
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 http://ronlichty.com
28. 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
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