Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams, 2nd edition

Published by Addison-Wesley Professional (12 November 2019) © 2020

  • Mickey W. Mantle
  • Ron Lichty
Products list
£31.99
Instant access
  • Available for purchase from all major ebook resellers, including InformIT.com
Products list
£33.99
Free delivery

Details

  • A print text
  • Free shipping
  • Also available for purchase as an ebook from all major ebook resellers, including InformIT.com

Title overview

Even today, many software projects still run catastrophically over schedule and budget; some organizations simply conclude that software development can’t be managed well. But it can -- and it starts with people. In their eagerly awaited, extensively updated Managing the Unmanageable, Second Edition, Mickey W. Mantle and Ron Lichty show students how software managers can hire and develop programmers and build teams that are truly, consistently manageable.

This book guides students in: 
  • Hiring the right people
  • Motivating them
  • Building a culture of excellence
  • Managing “up” to gain buy-in from the executive suite
  • Leading your teams to deliver outstanding products -- consistently on time and budget
Significant updates in this edition include:
  • A new chapter on software management in agile environments, with modern agile coverage woven in throughout the book
  • Solutions for managing your youngest developers (beyond millennials)
  • Making the most of today’s developer recruiting tools
  • Achieving quick wins by onboarding more effectively
  • Expanded coverage of managing (and removing) problem employees

Table of contents

Preface xxiii
About the Authors xxxi

Chapter 1: Why Programmers Seem Unmanageable 1
What Do Programmers Do? 3
Why Is Becoming a Successful Programming Manager Hard? 7

Chapter 2: Understanding Programmers 11
Programming Disciplines 12
Types of Programmers 19
Programmer Job Requirements and Abilities 23
Proximity and Relationship 27
Generational Styles 31
Personality Styles 34
Summary 41
Tools 41

Chapter 3: Finding and Hiring Great Programmers 43
Determining What Kind of Programmer to Hire 45
Writing the Job Description 47
Selling the Hire 53
Recruiting Full-Time Employees (FTEs) 54
Recruiting Contractors 64
Reviewing Résumés 65
Narrowing the Field 67
Preparing to Interview 68
Interviewing 75
Making the Decision to Hire a Programmer 79
Making the Right Offer to a Programmer 83
Follow Up until the Programmer Accepts 89
Summary 90
Tools 90

Chapter 4: Getting New Programmers Started Off Right 91
Get Them on Board Early 92
Preparing for Their Arrival 93
First-Day Musts 94
Introductions 98
Ensuring Success 100
Initial Expectations 102
Summary 105
Tools 105

Chapter 5: Becoming an Effective Programming Manager: Managing Down 107
Earning Technical Respect 108
Hire Great Programmers 113
Turbocharge the Team You Have 113
Judging and Improving Performance 122
Organizational Thinking 134
Troubleshooting a Dysfunctional Organization 151
Deliver Results and Celebrate Success 152
Summary 153
Tools 153

Chapter 6: Becoming an Effective Programming Manager: Managing Up, Out, and Yourself 155
Managing Up 156
Managing Out 162
Managing Outside the Company 171
Managing Yourself 178
Summary 196
Tools 196

RULES OF THUMB AND NUGGETS OF WISDOM 197
The Challenges of Managing 201
Managing People 229
Managing Teams to Deliver Successfully 263

Chapter 7: Motivating Programmers 289
Motivational Theories 289
Motivational Factors as Applied to Programmers 295
Putting Theory into Practice 300
Foundational Factors–Causes of Dissatisfaction (When Lacking) 301
Key Motivating Factors 324
Personal Commitment 333
Technology Offense and Defense 336
Understanding Your Programmers’ Motivations Begins on Day One 337
Summary 339
Tools 339

Chapter 8: Establishing a Successful Programming Culture 341
Defining “Successful” 342
The Programming Culture 342
Company Culture 343
Characteristics of a Successful Programming Culture 350
Summary 368
Tools 369

Chapter 9: Managing Successful Software Delivery 371
Inspire Purpose 372
Define “Success” 374
Demand Clear Requirements 378
Define “Done” 389
Ballpark the Effort Required 391
Ensure There’s Appropriate Architecture and Design 399
Support the Work 404
Ship It/Go Live! 420
Wrap Up 425
Summary 431
Tools 431

Chapter 10: If You Are Agile, What Do Managers Do? 433
Why Managers May Feel Left Out 434
How Agile Changes Managers’ Roles 436
There Are Management Roles in Agile 438
How Agile Organizational Restructuring Also Changes Managers’ Roles 442
Ten Critical Roles for Agile Managers 443
Summary 472
Tools 473

TOOLS 475

Index 479

Need help?Get in touch