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"Mantle and Lichty have assembled a guide that will help you hire, motivate, and mentor a software development team that functions at the highest level. Their rules of thumb and coaching advice are great blueprints for new and experienced software engineering managers alike."-Tom Conrad, CTO, Pandora"I wish I'd had this material available years ago. I see lots and lots of 'meat' in here that I'll use over and over again as I try to become a better manager. The writing style is right on, and I love the personal anecdotes." -Steve Johnson, VP, Custom Solutions, DigitalFish All too often, software development is deemed unmanageable. The news is filled with stories of projects that have run catastrophically over schedule and budget. Although adding some formal discipline to the development process has improved the situation, it has by no means solved the problem. How can it be, with so much time and money spent to get software development under control, that it remains so unmanageable?In Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams, Mickey W. Mantle and Ron Lichty answer that persistent question with a simple observation: You first must make programmers and software teams manageable. That is, you need to begin by understanding your people-how to hire them, motivate them, and lead them to develop and deliver great products. Drawing on their combined seventy years of software development and management experience, and highlighting the insights and wisdom of other successful managers, Mantle and Lichty provide the guidance you need to manage people and teams in order to deliver software successfully.Whether you are new to software management, or have already been working in that role, you will appreciate the real-world knowledge and practical tools packed into this guide.
Contents
Preface xxiAbout the Authors xxviiChapter 1: Why Programmers Seem Unmanageable 1What Do Programmers Do? 3Why Is Becoming a Successful Programming Manager Hard? 7Chapter 2: Understanding Programmers 9Programming Disciplines 10Types of Programmers 13Domain Expertise 16Programmer Job Requirements and Abilities 17Proximity and Relationship 20Generational Styles 25Personality Styles 27Summary 33Tools 34Chapter 3: Finding and Hiring Great Programmers 35Determining What Kind of Programmer to Hire 37Writing the Job Description 39Selling the Hire 45Recruiting Full-Time Employees (FTEs) 46Recruiting Contractors 56Reviewing Resumes 57Narrowing the Field 59Preparing to Interview 60Interviewing 67Making the Decision to Hire a Programmer 72Making the Right Offer to a Programmer 76Follow Up Until the Programmer Accepts 82Summary 83Tools 83Chapter 4: Getting New Programmers Started Off Right 84Get Them on Board Early 85Preparing for Their Arrival 86First-Day Musts 87Introductions 91Ensuring Success 92Initial Expectations 95Summary 98Tools 98Chapter 5: Becoming an Effective Programming Manager: Managing Down 99Earning Technical Respect 100Hire Great Programmers 105Turbocharge the Team You Have 105Managing Different Types of Programmers 106Facilitation 111Protection 111Judging and Improving Performance 113Organizational Thinking 123Deliver Results and Celebrate Success 141Summary 142Tools 142The Challenges of Managing 147Managing People 173Managing Teams to Deliver Successfully 203Chapter 6: Becoming an Effective Programming Manager: Managing Up, Out, and Yourself 227Managing Up 228Managing Out 234Managing Yourself 250Summary 268Tools 268Chapter 7: Motivating Programmers 269Motivational Theories 269Motivational Factors as Applied to
