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9+ Hours of Video Instruction
Managing Software People and Teams LiveLessons is based upon the Addison-Wesley book Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams, which provides programming managers and software leaders at every level with tools, rules of thumb, and insights to help them successfully manage their programmers and teams. This is a guide that will help you hire, motivate, and mentor a software development team that functions at the highest level, and is also useful to directors and VPs of Engineering, as well as VPs of Product and CEOs who rely on software people and teams for their company’s success.
All too often, software development is deemed unmanageable. The news is filled with stories of projects that have run catastrophically over schedule and budget. In Managing Software People and Teams LiveLessons, based on their book, Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams, Mickey Mantle and Ron Lichty present 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 75-plus 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.
In this video training, Mickey and Ron explain what makes managing programmers uniquely challenging, and then provide lessons and tools to hire and manage on-board new programmers successfully, manage and motivate programmers, manage bosses and peers, manage yourself, develop a successful programming culture, and deliver results successfully. They then answer a question that is becoming increasingly important to answer: “If we’re Agile, why do we need a manager?”
After watching this video, programming managers and other software leaders through any organization will understand why managing programmers is so hard and seemingly unmanageable, and will have tools to help them manage programmers and teams successfully. Like their successful book, this video provides a broad number of topics that the viewer can return to time and time again when confronted with problems, issues, or crises, and find examples, tips, and insight for how to deal with these issues. Like their book, the video queues up rules of thumb and nuggets of wisdom from myriad sources to give viewers ammunition for successful managing. Like their book, the video gives access to tools Mickey and Ron have developed and used in managing themselves. Whether you are new to software management, or have already been working in that role, you will appreciate the real-world knowledge and the practical tools packed into this video course.
Lesson 1: Identifying Managerial Challenges and Managerial Greatness
1.1 Differentiate managing, coaching, and leading
1.2 What differentiates managing programmers?
1.3 Why is managing programmers hard?
1.4 Why is managing within agile hard?
1.5 How does a programming manager’s role change with agile?
1.6 Lesson Summary
Lesson 2: Understanding Programmers
2.1 Understand your programmers by type and by discipline
2.2 Understand your programmers by domain knowledge
2.3 Understand your programmers by level of expertise
2.4 Understand your programmers by proximity and relationship
2.5 Understand your programmers by generational styles and personality types
2.6 Lesson Summary
Lesson 3: Finding and Hiring Great Programmers
3.1 Why make recruiting your #1 job
3.2 Determine what kind of programmer to hire
3.3 Think marketing to create your job posting
3.4 Sell / Budget the hire internally
3.5 Recruit tenaciously
3.6 Review resumes purposefully
3.7 Screen effectively
3.8 Interview effectively
3.9 Make the right offer to the right candidate
3.10 Lesson Summary
Lesson 4: Getting New Programmers Started Off Right
4.1 Begin onboarding new hires from the moment of acceptance
4.2 Make effective onboarding a best practice!
4.3 Lesson Summary
Lesson 5: Becoming an Effective Programming Manager: Managing Down
5.1 Transitioning from programmer to manager
5.2 Keys to Success - Technical respect, hire great programmers, turbocharge your programmers
5.3 Managing different types of programmers
5.4 Important aspects of managing programmers
5.5 Judging and improving performance
5.6 Organizational thinking: Staffing
5.7 Organizational thinking: Organizing
5.8 Troubleshooting a dysfunctional organization
5.9 Delivering results and celebrating successes
5.10 Lesson Summary
Lesson 6: Motivating Programmers
6.1 Motivational theories and practice
6.2 Foundational factors of motivation I
6.3 Foundational factors of motivation II
6.4 Key motivating factors
6.5 Understanding and using technology offense and defense
6.6 Begin understanding your programmer’s motivations on day one
6.7 Lesson Summary
Lesson 7: Managing Up, Out, and Yourself
7.1 Managing up
7.2 Managing out
7.3 Managing out: Leveraging important support functions
7.4 Managing out: Managing outside the company
7.5 Managing yourself
7.6 Find a mentor
7.7 Lesson Summary
Lesson 8: Establishing a Successful Programming Culture
8.1 Establish culture to make managing easier
8.2 Identify the culture elements that will support your success
8.3 Lesson Summary
Lesson 9: Managing Successful Software Delivery
9.1 Clarify your role in delivery
9.2 Inspire purpose
9.3 Foment iron triangle clarity
9.4 Demand clear requirements
9.5 Ensure the team crafts a definition of done to fit the project
9.6 Coach your team to quickly ballpark the magnitude of effort
9.7 Ensure there’s appropriate architecture and design
9.8 Support the work
9.9 Ship it / Go live!
9.10 Lesson Summary
Lesson 10: If We’re Agile, Why Do We Need Managers?
10.1 Managers have key roles to play in Agile software development
10.2 Create an Agile culture
10.3 Support Agile values
10.4 Dispel myths about Agile
10.5 Empower self-organization and excellence
10.6 Lead technical communities of practice
10.7 Remove impediments
10.8 Counsel and coach, hire and fire
10.9 Be mindful of patterns and anti-patterns
10.10 Lesson Summary