Product owners - how to get your development team to love you (product tank, 11.15)
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Product managers and product owners can engage and motivate their teams to delight customers - or they can distract and dishearten their teams. Ron Lichty has been a product manager, a CTO, and a VP leading both development organizations and product teams. As a development leader, he regards product managers who "get it" as key partners. Here are 16 ways to engage and motivate product teams - and together delight customers! 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.
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Recommended
Product owners - how to get your development team to love you (product school...
Product managers and product owners can engage and motivate their teams to delight customers - or they can distract and dishearten their teams.
Ron Lichty has been a product manager, a CTO, and a VP leading both development organizations and product teams. As a development leader, he regards product managers who "get it" as key partners.
Here are 16 ways to engage and motivate product teams - to ensure that together that you delight customers!
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
The hidden ingredient in hyper productive teams (scrummasters guild, 10.15)
Ron LIchty, author of "Managing the Unmanageable", will explore how shared leadership is often the unspoken ingredient in hyper-productive teams. He will lead participants in activities designed to give a direct experience of sharing leadership and explain how that leads to hyper-productive teams and organizations.
Join us at Cisco in San Jose for an experience that could make everyone around you smarter and wiser.
If we are agile, why do we need managers (code camp, 10.14)
A common misconception about agile is that managers are unnecessary. After all, agile is based on self-organizing teams. If the teams organize themselves, what do managers do?
Unfortunately, most scrum training plays into that. Think about it: how many trainers or coaches have you seen sketch the structure of a scrum team with a drawing that includes a manager? While there's always a scrum master and a product owner, the core team and maybe some stakeholders, have you ever seen a manager in that drawing?
This misconception can be a problem all around: A frequently cited barrier to agile adoption is managers who don't know what to do when their teams become self-managing. When they're not included in training, how would they (or anyone else, for that matter) know how to characterize their role. At the same time, organizations often lay down expectations of managers, some compatible with agile, some not.
Agile has clearly shifted the old roles and responsibilities. Managers bent on command-and-control are clearly a barrier to agile adoption. But managers who take a hands-off approach or are treading water in a sea of ambiguity will almost certainly stymie adoption, as well.
Ron Lichty believes (and so do a lot of the early agile thought leaders) that managers have critical roles to play in enabling success, both of transitions to agile and of agile itself. This session is about those roles.
Product Owners - How to get your development team to love you (ProductTankSV,...
Product managers and product owners can engage and motivate their teams to delight customers - or they can distract and dishearten their teams.
Ron Lichty has been a product manager, a CTO, and a VP leading both development organizations and product teams. As a development leader, he regards product managers who "get it" as key partners.
Here are 16 ways to engage and motivate product teams - to ensure that together that you delight customers!
Points to take away:
▪ Delighting customers is the metric to which we should manage
▪ Delighting customers relies on tight collaboration between product managers, product owners, and development teams
▪ Product managers and development leaders are uniquely positioned to, together, motivate product teams
▪ Product managers and product owners are uniquely positioned to connect the dots
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.
Teamwork - making your dream team come true
Agile Iowa 10.16, Silicon Valley Agile Trends & Leadership 4.17
What differentiates a successful software development culture?
Almost all of us have been on a high performance team. Just invite us, and we’ll sign up for another in a second! Typically, it was a team for which we worked harder - but from which we took away more exhilaration and joy than at any other time in our careers. What made it so? And what can we do to get it again?
We think successful software development cultures are ones that are not just performant but that both delight customers and are a joy for every team member to be part of.
One of the characteristics that differentiates agile cultures is that (finally!), it’s not just managers who are responsible for crafting culture - but everyone. And agile, done well, means every one of us engages in the crafting of it.
But agile asks people who are often introverted, highly-logical, independent thinkers not only to form teams but to make those teams self-organizing. It asks every team member to step up and collaborate.
Agile offers each of us the promise of a stellar team experience – provided we and every one of our peers steps up to make it so. We need to no longer just perform as individuals, but truly trust and respect and engage and share - behaviors that can feel at odds with the fierce independence that got us through school and into industry.
Speaker
Ron Lichty
In addition to training teams in agile, Ron Lichty has spent years coaching managers about how their roles change with agile. While his recent Addison Wesley book, Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams (http://www.ManagingTheUnmanageable.net) didn’t zero in on agile, both the book and the classes that he and his coauthor give current and prospective managers espouse a deeply agile mindset for managers. He also coauthors the annual Study of Product Team Performance (http://www.ronlichty.com/study.html).
Critical Agile Practices, Nuanced Techniques
Five techniques that can make our teamwork and our teams dramatically more effective. Nonetheless, they're nuances I almost never see teams doing (and that have made my own teams much more effective).
I'm an engineering-team and engineering-organization fire-jumper. This is stuff that works for me.
I've not only seen these techniques work with my teams, but... I'm also the co-author of the Study of Product Team Performance, in which correlations from the thousands of respondents on product teams all over the world have validated the universality of the nuances of two of these techniques.
I've been teaching and coaching managers and teams in all five for 15 years. It's time they get wider visibility, and a wider swath of teams and managers get a shot at leveraging them.
Presenter 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 - at companies ranging in size from tiny startups to Charles Schwab, Stanford and Apple - to VP of engineering, VP of product and CTO.
He now consults across that realm, taking on interim VP Engineering roles, advising executive leaders how to untangle the knots in their product development organizations, 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
Scaling Agile Teams
Ask any scrum coach about ideal team size and you’ll likely get the same answer: 7 plus or minus 2: that is, 5 to 9 team members doing the actual planning and work of the sprint.
But is that true?
And if it is, what do we do when we think we need to add a 10th team member to an already-maxed-out, 9-member team?
Splitting into two (or three!) teams seems fractious - siloing - so why would we cap teams at nine and split them at 10?
And what do we do when part of our team is local and part remote? Or when our entire team is scattered? How do we organize for best results?
Ron Lichty’s mantra is that software development is a team sport, which means that what gates productivity is communication. In this webinar, he’ll speak to organizing teams for effectiveness, productivity and joy.
Ron Lichty consults with software and product teams and organizations to make software development “hum”. Ron’s 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. His Live Lessons: Managing Software People and Teams video training for managers is available via O’Reilly’s Safari Bookshelf. Ron also co-authors the periodic Study of Product Team Performance (http://www.ronlichty.com/study.html).
Principal and owner of Ron Lichty Consulting, Inc. (www.RonLichty.com), he has trained teams in Scrum, transitioned teams from waterfall to agile, coached teams already using agile to make their software development "hum", and trained managers in managing software people and teams. He takes on interim VP Engineering roles and to other clients provides VPE-level guidance and advice to untangle the knots in software development and transform chaos to clarity.
He has led teams and organizations at companies like Apple Computer, Fujitsu, Charles Schwab, Avenue A / Razorfish, Forensic Logic, Stanford, Check Point, and dozens of startups of all sizes. He co-chairs the Silicon Valley Engineering Leadership Community.
What's It Take to Be a (Good!) Manager
Managing programmers is hard! Becoming a successful manager requires a drastic change of focus.
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.
What’s management really about? What differentiates success as a manager? What's it mean to manage in the era of agile? How do you prioritize? What constitutes great management?
Presenter is Ron Lichty, who co-authored the Addison-Wesley tutorial and reference, Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams - http://www.ManagingTheUnmanageable.net. Compared by reviewers to software development classics, The Mythical Man-Month and Peopleware, the content is now also available as video training, LiveLessons: Managing Software People and Teams, http://www.ManagingTheUnmanageable.net/video.html. Ron aspires to make software development better worldwide by advancing the practice of software development management.
Ron 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 advises business, product and engineering leaders to solve development team challenges, taking on an occasional interim vice president of engineering role, and training teams and executives in making agile more effective. He transitions teams from waterfall and iterative methodologies to agile, coaches teams already using agile to make their software development "hum", and trains 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).
Recommended
Product owners - how to get your development team to love you (product school...
Product managers and product owners can engage and motivate their teams to delight customers - or they can distract and dishearten their teams.
Ron Lichty has been a product manager, a CTO, and a VP leading both development organizations and product teams. As a development leader, he regards product managers who "get it" as key partners.
Here are 16 ways to engage and motivate product teams - to ensure that together that you delight customers!
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
The hidden ingredient in hyper productive teams (scrummasters guild, 10.15)
Ron LIchty, author of "Managing the Unmanageable", will explore how shared leadership is often the unspoken ingredient in hyper-productive teams. He will lead participants in activities designed to give a direct experience of sharing leadership and explain how that leads to hyper-productive teams and organizations.
Join us at Cisco in San Jose for an experience that could make everyone around you smarter and wiser.
If we are agile, why do we need managers (code camp, 10.14)
A common misconception about agile is that managers are unnecessary. After all, agile is based on self-organizing teams. If the teams organize themselves, what do managers do?
Unfortunately, most scrum training plays into that. Think about it: how many trainers or coaches have you seen sketch the structure of a scrum team with a drawing that includes a manager? While there's always a scrum master and a product owner, the core team and maybe some stakeholders, have you ever seen a manager in that drawing?
This misconception can be a problem all around: A frequently cited barrier to agile adoption is managers who don't know what to do when their teams become self-managing. When they're not included in training, how would they (or anyone else, for that matter) know how to characterize their role. At the same time, organizations often lay down expectations of managers, some compatible with agile, some not.
Agile has clearly shifted the old roles and responsibilities. Managers bent on command-and-control are clearly a barrier to agile adoption. But managers who take a hands-off approach or are treading water in a sea of ambiguity will almost certainly stymie adoption, as well.
Ron Lichty believes (and so do a lot of the early agile thought leaders) that managers have critical roles to play in enabling success, both of transitions to agile and of agile itself. This session is about those roles.
Product Owners - How to get your development team to love you (ProductTankSV,...
Product managers and product owners can engage and motivate their teams to delight customers - or they can distract and dishearten their teams.
Ron Lichty has been a product manager, a CTO, and a VP leading both development organizations and product teams. As a development leader, he regards product managers who "get it" as key partners.
Here are 16 ways to engage and motivate product teams - to ensure that together that you delight customers!
Points to take away:
▪ Delighting customers is the metric to which we should manage
▪ Delighting customers relies on tight collaboration between product managers, product owners, and development teams
▪ Product managers and development leaders are uniquely positioned to, together, motivate product teams
▪ Product managers and product owners are uniquely positioned to connect the dots
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.
Teamwork - making your dream team come true
Agile Iowa 10.16, Silicon Valley Agile Trends & Leadership 4.17
What differentiates a successful software development culture?
Almost all of us have been on a high performance team. Just invite us, and we’ll sign up for another in a second! Typically, it was a team for which we worked harder - but from which we took away more exhilaration and joy than at any other time in our careers. What made it so? And what can we do to get it again?
We think successful software development cultures are ones that are not just performant but that both delight customers and are a joy for every team member to be part of.
One of the characteristics that differentiates agile cultures is that (finally!), it’s not just managers who are responsible for crafting culture - but everyone. And agile, done well, means every one of us engages in the crafting of it.
But agile asks people who are often introverted, highly-logical, independent thinkers not only to form teams but to make those teams self-organizing. It asks every team member to step up and collaborate.
Agile offers each of us the promise of a stellar team experience – provided we and every one of our peers steps up to make it so. We need to no longer just perform as individuals, but truly trust and respect and engage and share - behaviors that can feel at odds with the fierce independence that got us through school and into industry.
Speaker
Ron Lichty
In addition to training teams in agile, Ron Lichty has spent years coaching managers about how their roles change with agile. While his recent Addison Wesley book, Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams (http://www.ManagingTheUnmanageable.net) didn’t zero in on agile, both the book and the classes that he and his coauthor give current and prospective managers espouse a deeply agile mindset for managers. He also coauthors the annual Study of Product Team Performance (http://www.ronlichty.com/study.html).
Critical Agile Practices, Nuanced Techniques
Five techniques that can make our teamwork and our teams dramatically more effective. Nonetheless, they're nuances I almost never see teams doing (and that have made my own teams much more effective).
I'm an engineering-team and engineering-organization fire-jumper. This is stuff that works for me.
I've not only seen these techniques work with my teams, but... I'm also the co-author of the Study of Product Team Performance, in which correlations from the thousands of respondents on product teams all over the world have validated the universality of the nuances of two of these techniques.
I've been teaching and coaching managers and teams in all five for 15 years. It's time they get wider visibility, and a wider swath of teams and managers get a shot at leveraging them.
Presenter 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 - at companies ranging in size from tiny startups to Charles Schwab, Stanford and Apple - to VP of engineering, VP of product and CTO.
He now consults across that realm, taking on interim VP Engineering roles, advising executive leaders how to untangle the knots in their product development organizations, 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
Scaling Agile Teams
Ask any scrum coach about ideal team size and you’ll likely get the same answer: 7 plus or minus 2: that is, 5 to 9 team members doing the actual planning and work of the sprint.
But is that true?
And if it is, what do we do when we think we need to add a 10th team member to an already-maxed-out, 9-member team?
Splitting into two (or three!) teams seems fractious - siloing - so why would we cap teams at nine and split them at 10?
And what do we do when part of our team is local and part remote? Or when our entire team is scattered? How do we organize for best results?
Ron Lichty’s mantra is that software development is a team sport, which means that what gates productivity is communication. In this webinar, he’ll speak to organizing teams for effectiveness, productivity and joy.
Ron Lichty consults with software and product teams and organizations to make software development “hum”. Ron’s 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. His Live Lessons: Managing Software People and Teams video training for managers is available via O’Reilly’s Safari Bookshelf. Ron also co-authors the periodic Study of Product Team Performance (http://www.ronlichty.com/study.html).
Principal and owner of Ron Lichty Consulting, Inc. (www.RonLichty.com), he has trained teams in Scrum, transitioned teams from waterfall to agile, coached teams already using agile to make their software development "hum", and trained managers in managing software people and teams. He takes on interim VP Engineering roles and to other clients provides VPE-level guidance and advice to untangle the knots in software development and transform chaos to clarity.
He has led teams and organizations at companies like Apple Computer, Fujitsu, Charles Schwab, Avenue A / Razorfish, Forensic Logic, Stanford, Check Point, and dozens of startups of all sizes. He co-chairs the Silicon Valley Engineering Leadership Community.
What's It Take to Be a (Good!) Manager
Managing programmers is hard! Becoming a successful manager requires a drastic change of focus.
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.
What’s management really about? What differentiates success as a manager? What's it mean to manage in the era of agile? How do you prioritize? What constitutes great management?
Presenter is Ron Lichty, who co-authored the Addison-Wesley tutorial and reference, Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams - http://www.ManagingTheUnmanageable.net. Compared by reviewers to software development classics, The Mythical Man-Month and Peopleware, the content is now also available as video training, LiveLessons: Managing Software People and Teams, http://www.ManagingTheUnmanageable.net/video.html. Ron aspires to make software development better worldwide by advancing the practice of software development management.
Ron 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 advises business, product and engineering leaders to solve development team challenges, taking on an occasional interim vice president of engineering role, and training teams and executives in making agile more effective. He transitions teams from waterfall and iterative methodologies to agile, coaches teams already using agile to make their software development "hum", and trains 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).
Ict educators win-win-win w agile, ron lichty, 1.4.13
"Delivering a Win-Win-Win Workforce with Agile Programming Methods", presentation to the 2013 Winter ICT Educator conference in San Francisco January 4, 2013.
Keys to crafting an effective agile culture (svcc, 10.15)
What differentiates a successful software development culture?
Among successful cultures, what makes an agile one stand out?
We think successful software development cultures are ones that are not just performant but that both delight customers and are a joy for every team member to be part of.
One of the characteristics that differentiates agile cultures is that (finally!), it’s not just managers who are responsible for crafting culture - but everyone. And agile, done well, means every one of us engages in the crafting of it.
In addition to training teams in agile, Ron Lichty has spent years coaching managers about how their roles change with agile. While his recent Addison Wesley book, Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams, didn’t zero in on agile, both the book and the classes that he and his coauthor give current and prospective managers espouse a deeply agile mindset for managers.
Crash course- managing software people and teams
"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).
Definitions of Done and High Performance Teams
What’s the most powerful practice in Agile? My candidate: a team-crafted, team-owned definition of done.
Our research findings: product teams are most effective when they have a definition of done defined by the team itself collaboratively.
Might the practice of crafting a definition of done – before writing a single line of code – be the most powerful practice in Agile? Or does having a definition of done matter? What is the correlation between Definitions of Done and high performance teams?
Thousands of people on product teams all over the world respond to our survey for the Study of Product Team Performance. We asked them.
Here's what the data shows.
Presented November 2018 to the Silicon Valley Engineering Leadership Community, and January 2017 to the Silicon Valley Agile Trends & Leadership.
Speaker:
Ron Lichty
In addition to training teams in agile, Ron Lichty has spent years coaching managers about how their roles change with agile. While his recent Addison Wesley book, Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams (http://www.ManagingTheUnmanageable.net) didn’t zero in on agile, both the book and the classes that he and his coauthor give current and prospective managers espouse a deeply agile mindset for managers. He also coauthors the annual Study of Product Team Performance (http://www.ronlichty.com/study.html).
The primary focus of his consulting practice, these last five 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 roles, trains teams in scrum, transitions teams to agile, trains managers in managing software people and teams, and advises organizations to make their software development “hum.” http://www.ronlichty.com
Managing the Unmanageable 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).
Transforming Chaos To Clarity, Ron Lichty
Presentation to PMI - Wine Country Chapter- 4/8/2010: Transforming Chaos to Clarity: Making Your Software Development Hum
Transforming chaos to clarity - acm 6.15
Does your software development feel chaotic?
If you have ever been dissatisfied with your software development flow - if you would like to figure out how to avoid chaos - this is a presentation for you!
Ron Lichty has found himself repeatedly called in as the cavalry to help development groups stuck in confusion. A recognized engineering leader, Ron says, “I've found that I excel at coming in cold, identifying the causes of chaos, untangling organizational knots, creating roadmaps everyone can follow, building communications with other parts of the organization, and getting teams productive and focused on delivery, quality and customers.” He adds, “With a few pointers, any team member can more deeply diagnose their team.”
Ron is author of Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams, which has been compared by reviewers to Fred Brooks’ The Mythical Man Month. After managing software and product organizations for 25 years, Ron has catered his leadership roles to the needs of his clients, including interim VP Engineering and acting CTO roles.
Six years ago, Ron began training teams in agile and a year ago training managers in the nuances of managing software people and teams, whether in waterfall environments, or iterative or agile ones.
If you would like to become an effective agile team member then you'll want to attend this presentation. We’ll look at agile trends, software team pain points, product team solutions, and how every team member contributes to making teams excel.
Drawing from his experience with dozens of product development organizations, Ron will walk through the steps needed to assess your organization’s workings and pull together the elements that will bring order and increased productivity for your business.
Bio:
Ron Lichty has been managing and more recently consulting with software development and product organizations for over 25 years, engaged in untangling the knots in software development and transforming chaos to clarity. Originally a programmer, where he earned several patents and wrote two popular programming books, he was hired into his first management role by Apple Computer, which nurtured his managerial growth in both development and product management.
Principal and owner of Ron Lichty Consulting, Inc. (www.RonLichty.com), he has trained teams in scrum, transitioned teams from waterfall and iterative methodologies to agile, and coached teams using agile, iterative and waterfall approaches alike to make their software development "hum". In his continued search for effective best practices, Ron co-authors the annual Study of Product Team Performance.
Ron's most recent book is Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams - http://www.ManagingTheUnmanageable.net - co-authored with CTO Mickey W. Mantle. Published by Addison Wesley, it has been compared by reviewers to Mythica
Dream teams - making your dream (team) come true
What differentiates a successful software development culture? What differentiates high performance teams?
Almost all of us have been on a high performance team. Typically, it was a team for which we worked harder - but from which we took away more exhilaration and joy - than any other team in our careers.
What made it so? And what can we do to get it again?
Successful software development cultures are ones that are not just performant but that also delight customers and are a joy for every team member to be part of.
One of the characteristics that differentiates agile cultures is that (finally!) it’s not just managers who are responsible for crafting culture - but everyone. Yes, every one of the various kinds of managers engaged with product and project teams have a role in crafting culture and supporting the emergence of high performance teams. But agile, done well, means every one of us engages in crafting it.
Ultimately, stellar team experiences derive from us. We need to truly trust and respect and engage and share - behaviors that can feel at odds with the fierce independence from whence we’ve come.
How can people who are often introverted, highly-logical, independent thinkers not only form teams but make those teams self-organizing and high-performance? What’s the role of leaders in crafting culture that supports emergence of high performance teams? What can we all do to be part of a high performance team once again? How do we make our dream teams come true?
Takeaways / Lessons to be learned:
▪ What constitutes and characterizes a dream team?
▪ What’s the connection between agile teams and dream teams?
▪ What differentiates great agile teams from mediocre ones?
▪ What’s the role of managers, product managers, product owners, program managers and scrum masters in fostering dream teams?
▪ What’s the role of team members in fostering dream teams?
▪ Take away what you can do to transform your team to a dream team.
Talk delivered to Agile Iowa, Silicon Valley Code Camp, San Mateo Scrum Professionals, Silicon Valley Agile Camp, Eastern Iowa Agile, and Silicon Valley Agile Trends & Leadership
Speaker:
Ron Lichty
In addition to training teams in scrum, taking on interim VP Engineering roles, and advising organizations and coaching teams to make their software development "hum", Ron Lichty mentors managers about how their roles change with agile. While his recent Addison Wesley book, Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams (http://www.ManagingTheUnmanageable.net) didn’t zero in on agile, both the book and the classes that he and his coauthor give current and prospective managers espouse a deeply agile mindset for managers. He also coauthors the Study of Product Team Performance (http://www.ronlichty.com/study.html). His book was recently released as video training, http://www.ManagingTheUnmanageable.net/video.html
12 take aways - managing the unmanageable
Silicon Valley Code Camp presentation, October 2013, drawing 12 of the top actionable take-aways for managing programmers and programming teams, from the book, Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams, by Mickey W. Mantle and Ron Lichty.
Crash Course - Managing Software People and Teams
"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 and lead 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 of leading and managing that take most managers years to discover.
BIO: Ron Lichty
Ron Lichty has been managing and, more recently, consulting in software development and product organizations for over 30 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 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.
Ron has mostly led 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 eight years, has mirrored what he did as a manager: untangling the knots in software development. His career grew from first level manager to VP Engineering, VP Product and CTO roles.
As Ron Lichty Consulting, he takes on fractional Interim VP Engineering 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
Addison Wesley recently released the 2nd edition of his fifth book, Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams (http://www.ManagingTheUnmanageable.net), compared by many readers to programming classics The Mythical Man-Month and Peopleware. He also co-authors the periodic Study of Product Team Performance (http://www.ronlichty.com/study.html).
Crash Course: Managing Software People and Teams (IEEE, 4.4.13)
"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 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? 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, September), now available for pre-order online. In this interactive session, we'll examine the great managers each of us has experienced, and the qualities, skills, finesse and gifts of greatness that made them stand out. We'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. And you'll take away a few best practices that take most managers years to discover.
If We Are Agile, Why Do We Need Managers? (AgileIndy, 5.14)
A common misconception about agile is that managers are unnecessary. After all, agile is based on self-organizing teams. If the teams organize themselves, what do managers do?
Unfortunately, most scrum training plays into that. Think about it: how many trainers or coaches have you seen sketch the structure of a scrum team with a drawing that includes a manager? While there's always a scrum master and a product owner, the core team and maybe some stakeholders, have you ever seen a manager in that drawing?
This misconception can be a problem all around: A frequently cited barrier to agile adoption is managers who don't know what to do when their teams become self-managing. When they're not included in training, how would they (or anyone else, for that matter) know how to characterize their role. At the same time, organizations often lay down expectations of managers, some compatible with agile, some not.
Agile has clearly shifted the old roles and responsibilities. Managers bent on command-and-control are clearly a barrier to agile adoption. But managers who take a hands-off approach or are treading water in a sea of ambiguity will almost certainly stymie adoption, as well.
Ron Lichty believes (and so do a lot of the early agile thought leaders) that managers have critical roles to play in enabling success, both of transitions to agile and of agile itself. This session is about those roles.
Becoming an Agile Manager (bay scrum, 10.24.13)
A common misconception about agile is that managers are unnecessary. After all, agile is based on self-organizing teams. If the teams organize themselves, what do managers do?
Unfortunately, most scrum training plays into that. Think about it: how many trainers or coaches have you seen sketch the structure of a scrum team with a drawing that includes a manager? While there's always a scrum master and a product owner, the core team and maybe some stakeholders, have you ever seen a manager in that drawing?
This misconception can be a problem all around: A frequently cited barrier to agile adoption is managers who don't know what to do when their teams become self-managing. When they're not included in training, how would they (or anyone else, for that matter) know how to characterize their role. At the same time, organizations often lay down expectations of managers, some compatible with agile, some not.
Agile has clearly shifted the old roles and responsibilities. Managers bent on command-and-control are clearly a barrier to agile adoption. But managers who take a hands-off approach or are treading water in a sea of ambiguity will almost certainly stymie adoption, as well.
Ron Lichty believes (and so do a lot of leading agile thought leaders) that managers have critical roles to play in enabling success, both of transitions to agile and of agile itself. This session is about those roles.
Crash Course - managing software people and teams (sfelc, 10.26.16)
"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.
12 Take Aways - Managing the Unmanageable
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
Leading and Motivating Engineers - what product managers need to know - prod...
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
Do you want to be a manager (are you sure)
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.
How Spotify Helps Their Engineers Grow - Chris Angove
http://www.hakkalabs.co/articles/spotify-helps-engineers-grow
Leadership @ Spotify by Kristian Lindwall at the Lean IT Summit 2014
Spotify has been growing quickly as a company, and they are continuously experimenting with ways of making the company work as effectively as possible. At the Lean IT Summit 2014, Kristian explained how management and leadership work in a large agile organization like Spotify.
Find out what leadership looks like in a large agile organization? How can a leader support autonomy and alignment? How different forms of leadership – both formal and informal, product, organizational and technical – overlap and interact to create successful teams. More Lean IT on www.lean-it-summit.com
Agile Is Hard (AgileCampSV 2014)
Almost no one on software teams believes in waterfall any longer. That's what we learned from the surveys we took in the course of authoring The 2013 Study of Product Team Performance.
But that doesn't make agile a magic pill.
Mike Cohn notes, "Becoming agile is hard. It is harder than most other organizational change efforts I've witnessed or been part of [for reasons] including the need to change from the top-down and bottom-up simultaneously, the impossibility of knowing exactly what the end state will look like, the dramatic and pervasive changes caused by Scrum, the difficulty adding more change on top of all that is already occurring, and the need to avoid turning Scrum into a list of best practices."
How do we get beyond that?
Glossing over the reality that agile is hard leads us to ignore the very things we need to address to succeed.
On the other hand, acknowledging that agile is hard lets us focus on the challenges that have been preventing us from becoming high performance teams.
This session combines a presentation, a panel and some shared thinking to move beyond how simple agile seems - to what in fact makes agile transformations hard - to how we can face down those challenges to achieve agile's promise.
Expected Takeaways (outcome) for Audience *
For those just starting agile transformations: a heads-up that implementing practices only goes so far.
For those well into agile but struggling, a sense they're not alone.
For all of us, a window into how to get to where we want to go.
How to get your agile development team to love you (product camp, 3.14)
Product managers and product owners can engage and motivate their teams to delight customers - or they can distract and dishearten their teams. Ron Lichty has been a product manager and VP in among leading development organizations and teams. As a development leader, he regards product managers who "get it" as key partners in delivering great work. This Product Camp talk delivers 15 ways to engage and motivate teams - so you can, together, delight customers.
Becoming an Agile Manager (Agile Camp, 9.21.13), by Ron Lichty
A common misconception about agile is that managers are unnecessary. After all, agile is based on self-organizing teams. If the teams organize themselves, what do managers do?
Unfortunately, most scrum training plays into that. Think about it: how many trainers or coaches have you seen sketch the structure of a scrum team with a drawing that includes a manager? While there's always a scrum master and a product owner, the core team and maybe some stakeholders, have you ever seen a manager in that drawing?
This misconception can be a problem all around: A frequently cited barrier to agile adoption is managers who don't know what to do when their teams become self-managing. When they're not included in training, how would they (or anyone else, for that matter) know how to characterize their role. At the same time, organizations often lay down expectations of managers, some compatible with agile, some not.
Agile has clearly shifted the old roles and responsibilities. Managers bent on command-and-control are clearly a barrier to agile adoption. But managers who take a hands-off approach or are treading water in a sea of ambiguity will almost certainly stymie adoption, as well.
Ron Lichty believes (and so do a lot of leading agile thought leaders) that managers have critical roles to play in enabling success, both of transitions to agile and of agile itself. This session is about those roles.
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Ict educators win-win-win w agile, ron lichty, 1.4.13
"Delivering a Win-Win-Win Workforce with Agile Programming Methods", presentation to the 2013 Winter ICT Educator conference in San Francisco January 4, 2013.
Keys to crafting an effective agile culture (svcc, 10.15)
What differentiates a successful software development culture?
Among successful cultures, what makes an agile one stand out?
We think successful software development cultures are ones that are not just performant but that both delight customers and are a joy for every team member to be part of.
One of the characteristics that differentiates agile cultures is that (finally!), it’s not just managers who are responsible for crafting culture - but everyone. And agile, done well, means every one of us engages in the crafting of it.
In addition to training teams in agile, Ron Lichty has spent years coaching managers about how their roles change with agile. While his recent Addison Wesley book, Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams, didn’t zero in on agile, both the book and the classes that he and his coauthor give current and prospective managers espouse a deeply agile mindset for managers.
Crash course- managing software people and teams
"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).
Definitions of Done and High Performance Teams
What’s the most powerful practice in Agile? My candidate: a team-crafted, team-owned definition of done.
Our research findings: product teams are most effective when they have a definition of done defined by the team itself collaboratively.
Might the practice of crafting a definition of done – before writing a single line of code – be the most powerful practice in Agile? Or does having a definition of done matter? What is the correlation between Definitions of Done and high performance teams?
Thousands of people on product teams all over the world respond to our survey for the Study of Product Team Performance. We asked them.
Here's what the data shows.
Presented November 2018 to the Silicon Valley Engineering Leadership Community, and January 2017 to the Silicon Valley Agile Trends & Leadership.
Speaker:
Ron Lichty
In addition to training teams in agile, Ron Lichty has spent years coaching managers about how their roles change with agile. While his recent Addison Wesley book, Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams (http://www.ManagingTheUnmanageable.net) didn’t zero in on agile, both the book and the classes that he and his coauthor give current and prospective managers espouse a deeply agile mindset for managers. He also coauthors the annual Study of Product Team Performance (http://www.ronlichty.com/study.html).
The primary focus of his consulting practice, these last five 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 roles, trains teams in scrum, transitions teams to agile, trains managers in managing software people and teams, and advises organizations to make their software development “hum.” http://www.ronlichty.com
Managing the Unmanageable 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).
Transforming Chaos To Clarity, Ron Lichty
Presentation to PMI - Wine Country Chapter- 4/8/2010: Transforming Chaos to Clarity: Making Your Software Development Hum
Transforming chaos to clarity - acm 6.15
Does your software development feel chaotic?
If you have ever been dissatisfied with your software development flow - if you would like to figure out how to avoid chaos - this is a presentation for you!
Ron Lichty has found himself repeatedly called in as the cavalry to help development groups stuck in confusion. A recognized engineering leader, Ron says, “I've found that I excel at coming in cold, identifying the causes of chaos, untangling organizational knots, creating roadmaps everyone can follow, building communications with other parts of the organization, and getting teams productive and focused on delivery, quality and customers.” He adds, “With a few pointers, any team member can more deeply diagnose their team.”
Ron is author of Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams, which has been compared by reviewers to Fred Brooks’ The Mythical Man Month. After managing software and product organizations for 25 years, Ron has catered his leadership roles to the needs of his clients, including interim VP Engineering and acting CTO roles.
Six years ago, Ron began training teams in agile and a year ago training managers in the nuances of managing software people and teams, whether in waterfall environments, or iterative or agile ones.
If you would like to become an effective agile team member then you'll want to attend this presentation. We’ll look at agile trends, software team pain points, product team solutions, and how every team member contributes to making teams excel.
Drawing from his experience with dozens of product development organizations, Ron will walk through the steps needed to assess your organization’s workings and pull together the elements that will bring order and increased productivity for your business.
Bio:
Ron Lichty has been managing and more recently consulting with software development and product organizations for over 25 years, engaged in untangling the knots in software development and transforming chaos to clarity. Originally a programmer, where he earned several patents and wrote two popular programming books, he was hired into his first management role by Apple Computer, which nurtured his managerial growth in both development and product management.
Principal and owner of Ron Lichty Consulting, Inc. (www.RonLichty.com), he has trained teams in scrum, transitioned teams from waterfall and iterative methodologies to agile, and coached teams using agile, iterative and waterfall approaches alike to make their software development "hum". In his continued search for effective best practices, Ron co-authors the annual Study of Product Team Performance.
Ron's most recent book is Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams - http://www.ManagingTheUnmanageable.net - co-authored with CTO Mickey W. Mantle. Published by Addison Wesley, it has been compared by reviewers to Mythica
Dream teams - making your dream (team) come true
What differentiates a successful software development culture? What differentiates high performance teams?
Almost all of us have been on a high performance team. Typically, it was a team for which we worked harder - but from which we took away more exhilaration and joy - than any other team in our careers.
What made it so? And what can we do to get it again?
Successful software development cultures are ones that are not just performant but that also delight customers and are a joy for every team member to be part of.
One of the characteristics that differentiates agile cultures is that (finally!) it’s not just managers who are responsible for crafting culture - but everyone. Yes, every one of the various kinds of managers engaged with product and project teams have a role in crafting culture and supporting the emergence of high performance teams. But agile, done well, means every one of us engages in crafting it.
Ultimately, stellar team experiences derive from us. We need to truly trust and respect and engage and share - behaviors that can feel at odds with the fierce independence from whence we’ve come.
How can people who are often introverted, highly-logical, independent thinkers not only form teams but make those teams self-organizing and high-performance? What’s the role of leaders in crafting culture that supports emergence of high performance teams? What can we all do to be part of a high performance team once again? How do we make our dream teams come true?
Takeaways / Lessons to be learned:
▪ What constitutes and characterizes a dream team?
▪ What’s the connection between agile teams and dream teams?
▪ What differentiates great agile teams from mediocre ones?
▪ What’s the role of managers, product managers, product owners, program managers and scrum masters in fostering dream teams?
▪ What’s the role of team members in fostering dream teams?
▪ Take away what you can do to transform your team to a dream team.
Talk delivered to Agile Iowa, Silicon Valley Code Camp, San Mateo Scrum Professionals, Silicon Valley Agile Camp, Eastern Iowa Agile, and Silicon Valley Agile Trends & Leadership
Speaker:
Ron Lichty
In addition to training teams in scrum, taking on interim VP Engineering roles, and advising organizations and coaching teams to make their software development "hum", Ron Lichty mentors managers about how their roles change with agile. While his recent Addison Wesley book, Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams (http://www.ManagingTheUnmanageable.net) didn’t zero in on agile, both the book and the classes that he and his coauthor give current and prospective managers espouse a deeply agile mindset for managers. He also coauthors the Study of Product Team Performance (http://www.ronlichty.com/study.html). His book was recently released as video training, http://www.ManagingTheUnmanageable.net/video.html
12 take aways - managing the unmanageable
Silicon Valley Code Camp presentation, October 2013, drawing 12 of the top actionable take-aways for managing programmers and programming teams, from the book, Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams, by Mickey W. Mantle and Ron Lichty.
Crash Course - Managing Software People and Teams
"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 and lead 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 of leading and managing that take most managers years to discover.
BIO: Ron Lichty
Ron Lichty has been managing and, more recently, consulting in software development and product organizations for over 30 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 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.
Ron has mostly led 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 eight years, has mirrored what he did as a manager: untangling the knots in software development. His career grew from first level manager to VP Engineering, VP Product and CTO roles.
As Ron Lichty Consulting, he takes on fractional Interim VP Engineering 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
Addison Wesley recently released the 2nd edition of his fifth book, Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams (http://www.ManagingTheUnmanageable.net), compared by many readers to programming classics The Mythical Man-Month and Peopleware. He also co-authors the periodic Study of Product Team Performance (http://www.ronlichty.com/study.html).
Crash Course: Managing Software People and Teams (IEEE, 4.4.13)
"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 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? 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, September), now available for pre-order online. In this interactive session, we'll examine the great managers each of us has experienced, and the qualities, skills, finesse and gifts of greatness that made them stand out. We'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. And you'll take away a few best practices that take most managers years to discover.
If We Are Agile, Why Do We Need Managers? (AgileIndy, 5.14)
A common misconception about agile is that managers are unnecessary. After all, agile is based on self-organizing teams. If the teams organize themselves, what do managers do?
Unfortunately, most scrum training plays into that. Think about it: how many trainers or coaches have you seen sketch the structure of a scrum team with a drawing that includes a manager? While there's always a scrum master and a product owner, the core team and maybe some stakeholders, have you ever seen a manager in that drawing?
This misconception can be a problem all around: A frequently cited barrier to agile adoption is managers who don't know what to do when their teams become self-managing. When they're not included in training, how would they (or anyone else, for that matter) know how to characterize their role. At the same time, organizations often lay down expectations of managers, some compatible with agile, some not.
Agile has clearly shifted the old roles and responsibilities. Managers bent on command-and-control are clearly a barrier to agile adoption. But managers who take a hands-off approach or are treading water in a sea of ambiguity will almost certainly stymie adoption, as well.
Ron Lichty believes (and so do a lot of the early agile thought leaders) that managers have critical roles to play in enabling success, both of transitions to agile and of agile itself. This session is about those roles.
Becoming an Agile Manager (bay scrum, 10.24.13)
A common misconception about agile is that managers are unnecessary. After all, agile is based on self-organizing teams. If the teams organize themselves, what do managers do?
Unfortunately, most scrum training plays into that. Think about it: how many trainers or coaches have you seen sketch the structure of a scrum team with a drawing that includes a manager? While there's always a scrum master and a product owner, the core team and maybe some stakeholders, have you ever seen a manager in that drawing?
This misconception can be a problem all around: A frequently cited barrier to agile adoption is managers who don't know what to do when their teams become self-managing. When they're not included in training, how would they (or anyone else, for that matter) know how to characterize their role. At the same time, organizations often lay down expectations of managers, some compatible with agile, some not.
Agile has clearly shifted the old roles and responsibilities. Managers bent on command-and-control are clearly a barrier to agile adoption. But managers who take a hands-off approach or are treading water in a sea of ambiguity will almost certainly stymie adoption, as well.
Ron Lichty believes (and so do a lot of leading agile thought leaders) that managers have critical roles to play in enabling success, both of transitions to agile and of agile itself. This session is about those roles.
Crash Course - managing software people and teams (sfelc, 10.26.16)
"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.
12 Take Aways - Managing the Unmanageable
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
Leading and Motivating Engineers - what product managers need to know - prod...
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
Do you want to be a manager (are you sure)
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.
How Spotify Helps Their Engineers Grow - Chris Angove
http://www.hakkalabs.co/articles/spotify-helps-engineers-grow
Leadership @ Spotify by Kristian Lindwall at the Lean IT Summit 2014
Spotify has been growing quickly as a company, and they are continuously experimenting with ways of making the company work as effectively as possible. At the Lean IT Summit 2014, Kristian explained how management and leadership work in a large agile organization like Spotify.
Find out what leadership looks like in a large agile organization? How can a leader support autonomy and alignment? How different forms of leadership – both formal and informal, product, organizational and technical – overlap and interact to create successful teams. More Lean IT on www.lean-it-summit.com
Agile Is Hard (AgileCampSV 2014)
Almost no one on software teams believes in waterfall any longer. That's what we learned from the surveys we took in the course of authoring The 2013 Study of Product Team Performance.
But that doesn't make agile a magic pill.
Mike Cohn notes, "Becoming agile is hard. It is harder than most other organizational change efforts I've witnessed or been part of [for reasons] including the need to change from the top-down and bottom-up simultaneously, the impossibility of knowing exactly what the end state will look like, the dramatic and pervasive changes caused by Scrum, the difficulty adding more change on top of all that is already occurring, and the need to avoid turning Scrum into a list of best practices."
How do we get beyond that?
Glossing over the reality that agile is hard leads us to ignore the very things we need to address to succeed.
On the other hand, acknowledging that agile is hard lets us focus on the challenges that have been preventing us from becoming high performance teams.
This session combines a presentation, a panel and some shared thinking to move beyond how simple agile seems - to what in fact makes agile transformations hard - to how we can face down those challenges to achieve agile's promise.
Expected Takeaways (outcome) for Audience *
For those just starting agile transformations: a heads-up that implementing practices only goes so far.
For those well into agile but struggling, a sense they're not alone.
For all of us, a window into how to get to where we want to go.
What's hot (20)
Ict educators win-win-win w agile, ron lichty, 1.4.13
Ict educators win-win-win w agile, ron lichty, 1.4.13
Keys to crafting an effective agile culture (svcc, 10.15)
Keys to crafting an effective agile culture (svcc, 10.15)
Crash Course: Managing Software People and Teams (IEEE, 4.4.13)
Crash Course: Managing Software People and Teams (IEEE, 4.4.13)
If We Are Agile, Why Do We Need Managers? (AgileIndy, 5.14)
If We Are Agile, Why Do We Need Managers? (AgileIndy, 5.14)
Crash Course - managing software people and teams (sfelc, 10.26.16)
Crash Course - managing software people and teams (sfelc, 10.26.16)
Leading and Motivating Engineers - what product managers need to know - prod...
Leading and Motivating Engineers - what product managers need to know - prod...
How Spotify Helps Their Engineers Grow - Chris Angove
How Spotify Helps Their Engineers Grow - Chris Angove
Leadership @ Spotify by Kristian Lindwall at the Lean IT Summit 2014
Leadership @ Spotify by Kristian Lindwall at the Lean IT Summit 2014
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Becoming an Agile Manager (Agile Camp, 9.21.13), by Ron Lichty
A common misconception about agile is that managers are unnecessary. After all, agile is based on self-organizing teams. If the teams organize themselves, what do managers do?
Unfortunately, most scrum training plays into that. Think about it: how many trainers or coaches have you seen sketch the structure of a scrum team with a drawing that includes a manager? While there's always a scrum master and a product owner, the core team and maybe some stakeholders, have you ever seen a manager in that drawing?
This misconception can be a problem all around: A frequently cited barrier to agile adoption is managers who don't know what to do when their teams become self-managing. When they're not included in training, how would they (or anyone else, for that matter) know how to characterize their role. At the same time, organizations often lay down expectations of managers, some compatible with agile, some not.
Agile has clearly shifted the old roles and responsibilities. Managers bent on command-and-control are clearly a barrier to agile adoption. But managers who take a hands-off approach or are treading water in a sea of ambiguity will almost certainly stymie adoption, as well.
Ron Lichty believes (and so do a lot of leading agile thought leaders) that managers have critical roles to play in enabling success, both of transitions to agile and of agile itself. This session is about those roles.
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In the agricultural age, it took 182 years to build Notre Dame cathedral. In the industrial age, it took Bell Labs 22 years to design the push-button telephone. In the design age, you can build big, huge systems as fast as you can connect different frameworks. You no longer have 22 years — much less 182 years. To succeed in the design age, product development has to evolve.
Successful product teams have evolved into something akin to an emergency service:
Triage to identify what needs fixing
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Prescribe actions to prevent future problems
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Product owners how to get your development team to love you (product camp, 3...
Presented to Silicon Valley Product Camp '15:
Product managers and product owners can engage and motivate their teams to delight customers - or they can distract and dishearten their teams. Ron Lichty has been a product manager and VP leading both development organizations and product teams. As a development leader, he regards product managers who "get it" as key partners. Here are 16 ways to engage and motivate product teams - and together delight customers!
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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
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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 part of “cheap, fast, good – pick any two” isn’t clear?
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?
Product talk good sw mgmt 11.13.12 (startup product meetup)
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⁃ How to encourage it
⁃ How to encourage senior management to encourage it
⁃ How to collaborate with it effectively
10 questions: Global Product Mgmt Talks: 10 questions to stimulate thinking (& enable Socratic discussion):
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 part of “cheap, fast, good – pick any two” isn’t clear?
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?
AIPMM talk - chaos to clarity: managing the unmanageable, ron lichty, 12.7.12
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?
Prioritizing The Product Backlog AIPMM Webinar
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"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 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? 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, September), now available for pre-order online. In this interactive session, we'll examine the great managers each of us has experienced, and the qualities, skills, finesse and gifts of greatness that made them stand out. We'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. And you'll take away a few best practices that take most managers years to discover.
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What the Heck Is a Product Owner?
What the heck is a product owner?
What's this Product Owner role, what do teams expect of Product Owners, what do Execs expect, what defines success, and where do Product Owners fit within product management?
Presenter: Ron Lichty
Ron Lichty has been managing software development and product organizations for 30 years at companies of all sizes, the most recent 15 years as a VP Engineering and VP Product. He is the author of Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams, http://www.ManagingTheUnmanageable.net. He advises and coaches business, product and engineering leaders how to make their software development "hum". http://www.ronlichty.com
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Do you find that growing your business has become increasingly tough?
Marketing and selling has become more and more expensive and seemingly, less effective. The average person is exposed to 5,000 marketing messages and 121 emails every single day.
It's hardly surprising if your messages miss the goal...
Businesses have become accustomed to casting their net as widely as possible to attract as many prospects as they can. If you do this, you're bound to get one or two good customers, right?
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みなさんこんにちはこれ何文字まで入るの？40文字以下不可とか本当に意味わからないけどこれ限界文字数書いてないからマジでやばい文字数いけるんじゃないの？えこ...
ここ3000字までしか入らないけどタイトルの方がたくさん文字入ると思います。
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Product owners - how to get your development team to love you (product tank, 11.15)
- 1. Product Owners: How to Get Your Development Team to Love You Ron Lichty, principal, Ron Lichty Consulting author, Managing the Unmanageable www.RonLichty.com www.ManagingTheUnmanageable.net1
- 2. * Addison Wesley published October 2012 * 2
- 3. Ron Lichty, Managing Development Product Teams SOFTWEST 3
- 4. Teams: Scrum and Agile 1-4 weeks Ron Lichty: How to Get Your Development Team to Love You 4
- 5. * Addison Wesley published October 2012 * Managers, Product Managers Execs 5
- 6. Rules of Thumb / Nuggets of Wisdom* * 300 in the book Ron Lichty: How to Get Your Development Team to Love You 6
- 7. Rules of Thumb / Nuggets of Wisdom* • Brooks’s Law: Adding manpower to a late software project makes it later. – Frederick P. Brooks Jr. * 300 in the book Ron Lichty: How to Get Your Development Team to Love You 7
- 8. Delight Your Customers In the beginning, everyone will talk about scope, and budget, and schedule, but in the end, nobody really cares about any of those things. The only thing they care about is this: People will love your software, or they won’t. So that’s the only criterion to which you should truly manage. —Joseph Kleinschmidt, CTO Ron Lichty: How to Get Your Development Team to Love You 8
- 9. Delight Your Customers • Making a difference… From Managing the Unmanageable:, by Mickey W. Mantle and Ron Lichty, based on Frederick Herzberg’s seminal work in the 1950s identifying and differentiating motivators and de-motivators. 9
- 10. How to Get Your Development Team to Love You Ron Lichty: How to Get Your Development Team to Love You 10
- 11. Partner Ron Lichty: How to Get Your Development Team to Love You 11
- 12. 12 Partner ScrumTeam.jpg (from Exploring Scrum- the Fundamentals, by Dan Rawsthorne Doug Shimp) Ron Lichty: How to Get Your Development Team to Love You
- 13. Prioritize Ron Lichty: How to Get Your Development Team to Love You 13
- 14. Prioritize 14Ron Lichty: How to Get Your Development Team to Love You
- 15. Prioritize • Be the source of clarity! Ron Lichty: How to Get Your Development Team to Love You 15
- 16. Share the “What” not the “How” Ron Lichty: How to Get Your Development Team to Love You 16
- 17. Share the “What” not the “How” As a some kind of user I want to do something in order to accomplish some goal Who What Why Never “How” Ron Lichty: How to Get Your Development Team to Love You 17
- 18. Share the Big Picture Ron Lichty: How to Get Your Development Team to Love You 18
- 19. Share the Big Picture • Connect the dots – The big picture – What each team member is contributing Ron Lichty: How to Get Your Development Team to Love You 19
- 20. Delight Your Customers • Making a difference… From Managing the Unmanageable:, by Mickey W. Mantle and Ron Lichty, based on Frederick Herzberg’s seminal work in the 1950s identifying and differentiating motivators and de-motivators. 20
- 21. Block the Noise Ron Lichty: How to Get Your Development Team to Love You 21
- 22. Block the Noise --John Evans photo Be a damper to the noise. --Joe Kleinschmidt, CTO Ron Lichty: How to Get Your Development Team to Love You 22
- 23. Annual Study of Product Team Performance Ron Lichty: How to Get Your Development Team to Love You 23
- 24. Support Agile Values Methodology You Use Methodology You Associate with Increase Profits Agile Blended (Some Waterfall and Some Agile) Lean Waterfall Agile 73.9% 13.0% 9.8% 0.0% Blended (Some Waterfall and Some Agile) 31.8% 46.2% 10.6% 6.1% Lean 14.3% 0.0% 42.9% 14.3% Waterfall 15.8% 50.0% 18.4% 13.2% Don't Know 5.3% 42.1% 26.3% 5.3% Ron Lichty: How to Get Your Development Team to Love You 24
- 25. Make Trade-Offs Ron Lichty: How to Get Your Development Team to Love You 25
- 26. Make Trade-Offs • Scope and Schedule Ron Lichty: How to Get Your Development Team to Love You 26
- 27. Make Trade-Offs • Honor velocity • Focus on fomenting amazing teamwork – on supporting the team becoming high performance Ron Lichty: How to Get Your Development Team to Love You 27
- 28. Be Available Ron Lichty: How to Get Your Development Team to Love You 28
- 29. Be Available • Be there with clarity – with the priorities / with the backlog – with the stories – with the acceptance tests – with the detail – with the clarity / the disambiguation Ron Lichty: How to Get Your Development Team to Love You 29
- 30. Let Developers Focus Ron Lichty: How to Get Your Development Team to Love You 30
- 31. Let Developers Focus • Multitasking? Ron Lichty: How to Get Your Development Team to Love You 31
- 32. 32 Let the Team Focus ScrumTeam.jpg (from Exploring Scrum- the Fundamentals, by Dan Rawsthorne Doug Shimp) Ron Lichty: How to Get Your Development Team to Love You
- 33. Have the Data Ron Lichty: How to Get Your Development Team to Love You 33
- 34. Have the Data • “If you don’t have time to calculate value, we don’t have time to calculate cost.” --Jim Highsmith, agile coach and guru Ron Lichty: How to Get Your Development Team to Love You 34
- 35. Have the Data • You need to know about this classic book: Software by Numbers Mark Denne Jane Cleland-Huang Ron Lichty: How to Get Your Development Team to Love You 35
- 36. Have the Data • You need to know about this classic book: Software by Numbers Mark Denne Jane Cleland-Huang – the source of • Minimum Marketable Features (MMFs) • Incremental Funding Methodology (IFM) Ron Lichty: How to Get Your Development Team to Love You 36
- 37. Engage Users Ron Lichty: How to Get Your Development Team to Love You 37
- 38. Engage Users • Remember: It’s about delighting users! Ron Lichty: How to Get Your Development Team to Love You 38
- 39. Listen Ron Lichty: How to Get Your Development Team to Love You 39
- 40. Listen • Support 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 Ron Lichty: How to Get Your Development Team to Love You 40
- 41. Incorporate Engineering’s Stories Ron Lichty: How to Get Your Development Team to Love You 41
- 42. Incorporate Engineering’s Stories • opportunities in the code • technical risk • reducing technical debt • refactoring • automation Ron Lichty: How to Get Your Development Team to Love You 42
- 43. Incorporate Engineering’s Stories • Webinar w Greg Cohen: http://www.slideshare.net/RonLichty/ prioritizing-the-product-backlog-aipmm-webinar Ron Lichty: How to Get Your Development Team to Love You 43
- 44. Be Tech Savvy Ron Lichty: How to Get Your Development Team to Love You 44
- 45. Theme Your Sprints Ron Lichty: How to Get Your Development Team to Love You 45
- 46. Support Agile Values • Create an Agile Culture
- 47. It’s the Values • Support Agile Values The Agile Manifesto – We value: • Individuals and interactions over processes and tools • Working software over comprehensive documentation • Customer collaboration over contract negotiation • Responding to change over following a plan -- http://agilemanifesto.org/ Ron Lichty: How to Get Your Development Team to Love You 47
- 48. Agile Values Inspire Great Teams Ron Lichty: How to Get Your Development Team to Love You 48
- 49. It’s the Values • That self-organizing team thing By Michaelblinkpipe (Own work) [CC BY-SA 3.0 (http://creativecommons.org/licenses/by-sa/3.0)], via Wikimedia Commons, https://commons.wikimedia.org/wiki/File%3AAn_Abcam_stand_up_meeting_using_BlinkPipe_video_conferencing..png
- 50. Agile Values Inspire Great Teams • Build projects around motivated individuals • Trust… to get the job done • Face-to-face conversation • Self-organizing teams • The team reflects, …tunes, …adjusts -- http://agilemanifesto.org/ Ron Lichty: How to Get Your Development Team to Love You 50
- 51. It’s the Values • That self-organizing team thing – It’s all about shared leadership Ron Lichty: How to Get Your Development Team to Love You 51
- 52. Projects Not Suitable for Agile? Ron Lichty: How to Get Your Development Team to Love You 52
- 53. Projects Not Suitable for Agile? • Micromanagement Ron Lichty: How to Get Your Development Team to Love You 53
- 54. Projects Not Suitable for Agile? • Micromanagement disrupts Agile • Micromanagement prevents Best Teams • Micromanagement prevents Learning • Micromanaged teams become order-takers Ron Lichty: How to Get Your Development Team to Love You 54
- 55. Projects Not Suitable for Agile? • Micromanagement disrupts Agile • Micromanagement prevents Best Teams • Micromanagement prevents Learning • Micromanaged teams become order-takers • Agile calls for everyone on the team to step up • Micromanagement causes everyone to step back Ron Lichty: How to Get Your Development Team to Love You 55
- 56. Ron Lichty Consulting • Interim acting CTO/VP Eng roles / making development hum – http://ronlichty.com, Ron@RonLichty.com • The book: Managing the Unmanageable: Rules, Tools Insights for Managing Software People Teams – http://ManagingTheUnmanageable.net • The study: The Study of Product Team Performance – http://www.ronlichty.com/study.html • Training: Agile for Teams The Agile Manager Managing Software People and Teams 56
- 57. Ron Lichty Consulting • Interim acting CTO/VP Eng roles / making development hum – http://ronlichty.com, Ron@RonLichty.com • The book: Managing the Unmanageable: Rules, Tools Insights for Managing Software People Teams – http://ManagingTheUnmanageable.net • The study: The Study of Product Team Performance – http://www.ronlichty.com/study.html • Training: Agile for Teams The Agile Manager Managing Software People and Teams 57