Home > Store

Managing Software People and Teams LiveLessons (Video Training)

Online Video

Register your product to gain access to bonus material or receive a coupon.

Audio & Video


Software Engineering Radio Podcast: Ron Lichty on managing programmers


  • Copyright 2017
  • Edition: 1st
  • Online Video
  • ISBN-10: 0-13-450657-X
  • ISBN-13: 978-0-13-450657-9

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.

Skill Level

  • Tech leads
  • New programming managers
  • Experienced programming managers
  • C-level executives and product managers who want to understand how to make their software teams work better
  • Any manager who wants to become a better manager of any person or team--not necessarily programmers or software teams
What You Will Learn
  • How to understand and categorize your programmers
  • How to hire and on-board effectively
  • How to manage and motivate programmers successfully
  • How to manage your boss(es), others inside and outside of your organization, and yourself
  • How to develop a successful programming culture
  • How to deliver results successfully
  • How to manage Agile organizations successfully
Who Should Take This Course
  • New or experienced managers who want to learn techniques and tools for managing programmers and teams successfully
  • Executives who want to understand how to better manage software development
  • Anyone who wants to be a better manager
Course Requirements
  • Desire to become a great manager
Lesson Descriptions

Lesson 1: Identifying Managerial Challenges and Managerial Greatness
Lesson 1 introduces the differences between managing, coaching, and leading, and why all these roles are important to becoming a great manager. Mickey and Ron next discuss the differences in programmers and why managing programmers is hard--harder than managing other types of engineers. They then introduce the transitional challenges to managing in an Agile development environment.
Lesson 2: Understanding Programmers
Lesson 2 provides an overview of what programmers do and categorizes programmers in several different ways, leading to a greater understanding of all the various kinds of programmers you might find yourself managing. Understanding all these programmer types is key to becoming a successful programming manager.
Lesson 3: Finding and Hiring Great Programmers
Lesson 3 addresses what Mickey and Ron believe is the number-one responsibility of programming managers: recruiting and hiring to staff great teams. They address the need to treat hiring like a project, from drafting a clear picture of the programmer you want to hire, budgeting the position, and marketing the job posting to recruiting tenaciously, reviewing resumes purposefully, screening successfully and interviewing effectively to making the right offer to the right candidate.

Lesson 4: Getting New Programmers Started Off Right
Lesson 4 speaks, in two parts, to the first days and weeks after getting a new hire’s offer acceptance. In part one, too many managers have experienced new hires not showing up for day one. In part two, for the majority of new hires who actually do start when promised, too many managers and teams fail at effective onboarding them, to the detriment not only of the new hire’s productivity, but dramatically pulling down the entire team’s productivity. The antidote is making onboarding--starting from the moment of acceptance as well as beginning on day one--a best practice.

Lesson 5: Becoming an Effective Programming Manager: Managing Down
Lesson 5 focuses on how to manage programmers successfully for managers with programmers as direct reports. Mickey and Ron discuss the essentials for success as a programming manager, including the importance of gaining technical respect, hiring the right programmers, and turbo charging those programmers who are inherited. They share approaches to managing different types of programmers as well as the need to provide timely and consistent feedback both in the moment and in the form of performance reviews. They also take on topics such as not tolerating jerks and cynics, how to manage out or terminate problem employees, and various ways to organize programmers into teams.

Lesson 6: Motivating Programmers
Lesson 6 arguably belongs as part of Lesson 5, but is so important that Mickey and Ron believe it warrants its own lesson. They briefly survey key motivational theories, adapting a key theory (Herzberg’s Theory) to specifically align with programmers and software teams. They discuss the important “Foundational Factors” that must be in place to avoid dissatisfaction and enable progress in motivating programmers and teams. They then detail Motivational Factors (Note: money is not the most important!). Learn why and how to leverage these factors to motivate any programmer or team.

Lesson 7: Managing Up, Out, and Yourself
Lesson 7 introduces the concepts of managing not only those who are direct or indirect reports, but also bosses (up), peers, and others in and outside your organization (out) to be more successful and accelerate your career. Then Mickey and Ron discuss the toughest person to manage (yourself) and bring focus to those things each manager can do to manage him or herself more effectively. Last, they discuss the different types of mentors a person can have, and how finding the right mentor can be a lifelong advantage to anyone.

Lesson 8: Establishing a Successful Programming Culture
Lesson 8 points out that managing is immeasurably easier when it occurs within a culture that supports software people and teams. Mickey and Ron point out the managerial responsibility to nurture such a culture and walk through the elements that make up pro-programming cultures in companies large and small.

Lesson 9: Managing Successful Software Delivery
Lesson 9 acknowledges the truth for most programming managers: Our positions exist because someone needs to overcome the seeming unmanageability of software projects--to support and enable the successful design, development, and delivery of those projects. Given that programming managers often work in conjunction with product managers, project managers, program managers, and scrum masters, what is expected of them? What parts in successful software delivery do they play? This lesson walks through the essential managerial roles in software delivery--whether the methodology is waterfall, agile, or some blend of the two--from inspiring purpose to demanding requirements clarity to ensuring team practices that deliver quality and predictability, enough design and planning, and solid craftsmanship.

Lesson 10: If We’re Agile, Why Do We Need Managers?
Lesson 10 challenges the misconception that Agile’s self-organizing teams make managers unnecessary. This misconception can be a problem all around: Managers bent on command-and-control are clearly a barrier to agile adoption, but managers who take a hands-off approach because they don’t know what to do stymie agile adoption as well. In fact, agile thought leaders have always maintained that managers have critical roles to play in enabling agile success. This lesson explains and reinforces those important roles.

About LiveLessons Video Training

The LiveLessons Video Training series publishes hundreds of hands-on, expert-led video tutorials covering a wide selection of technology topics designed to teach you the skills you need to succeed. This professional and personal technology video series features world-leading author instructors published by your trusted technology brands: Addison-Wesley, Cisco Press, IBM Press, Pearson IT Certification, Prentice Hall, Sams, and Que. Topics include: IT Certification, Programming, Web Development, Mobile Development, Home and Office Technologies, Business and Management, and more. View all LiveLessons on InformIT at: http://www.informit.com/livelessons.


Sample Content

Table of Contents


Lesson 1: Identifying Managerial Challenges and Managerial Greatness
Learning objectives
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
Learning objectives
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
Learning objectives
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
Learning objectives
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
Learning objectives
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
Learning objectives
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
Learning objectives
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
Learning objectives
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
Learning objectives
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?
Learning objectives
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



Submit Errata

More Information

InformIT Promotional Mailings & Special Offers

I would like to receive exclusive offers and hear about products from InformIT and its family of brands. I can unsubscribe at any time.


Pearson Education, Inc., 221 River Street, Hoboken, New Jersey 07030, (Pearson) presents this site to provide information about products and services that can be purchased through this site.

This privacy notice provides an overview of our commitment to privacy and describes how we collect, protect, use and share personal information collected through this site. Please note that other Pearson websites and online products and services have their own separate privacy policies.

Collection and Use of Information

To conduct business and deliver products and services, Pearson collects and uses personal information in several ways in connection with this site, including:

Questions and Inquiries

For inquiries and questions, we collect the inquiry or question, together with name, contact details (email address, phone number and mailing address) and any other additional information voluntarily submitted to us through a Contact Us form or an email. We use this information to address the inquiry and respond to the question.

Online Store

For orders and purchases placed through our online store on this site, we collect order details, name, institution name and address (if applicable), email address, phone number, shipping and billing addresses, credit/debit card information, shipping options and any instructions. We use this information to complete transactions, fulfill orders, communicate with individuals placing orders or visiting the online store, and for related purposes.


Pearson may offer opportunities to provide feedback or participate in surveys, including surveys evaluating Pearson products, services or sites. Participation is voluntary. Pearson collects information requested in the survey questions and uses the information to evaluate, support, maintain and improve products, services or sites, develop new products and services, conduct educational research and for other purposes specified in the survey.

Contests and Drawings

Occasionally, we may sponsor a contest or drawing. Participation is optional. Pearson collects name, contact information and other information specified on the entry form for the contest or drawing to conduct the contest or drawing. Pearson may collect additional personal information from the winners of a contest or drawing in order to award the prize and for tax reporting purposes, as required by law.


If you have elected to receive email newsletters or promotional mailings and special offers but want to unsubscribe, simply email information@informit.com.

Service Announcements

On rare occasions it is necessary to send out a strictly service related announcement. For instance, if our service is temporarily suspended for maintenance we might send users an email. Generally, users may not opt-out of these communications, though they can deactivate their account information. However, these communications are not promotional in nature.

Customer Service

We communicate with users on a regular basis to provide requested services and in regard to issues relating to their account we reply via email or phone in accordance with the users' wishes when a user submits their information through our Contact Us form.

Other Collection and Use of Information

Application and System Logs

Pearson automatically collects log data to help ensure the delivery, availability and security of this site. Log data may include technical information about how a user or visitor connected to this site, such as browser type, type of computer/device, operating system, internet service provider and IP address. We use this information for support purposes and to monitor the health of the site, identify problems, improve service, detect unauthorized access and fraudulent activity, prevent and respond to security incidents and appropriately scale computing resources.

Web Analytics

Pearson may use third party web trend analytical services, including Google Analytics, to collect visitor information, such as IP addresses, browser types, referring pages, pages visited and time spent on a particular site. While these analytical services collect and report information on an anonymous basis, they may use cookies to gather web trend information. The information gathered may enable Pearson (but not the third party web trend services) to link information with application and system log data. Pearson uses this information for system administration and to identify problems, improve service, detect unauthorized access and fraudulent activity, prevent and respond to security incidents, appropriately scale computing resources and otherwise support and deliver this site and its services.

Cookies and Related Technologies

This site uses cookies and similar technologies to personalize content, measure traffic patterns, control security, track use and access of information on this site, and provide interest-based messages and advertising. Users can manage and block the use of cookies through their browser. Disabling or blocking certain cookies may limit the functionality of this site.

Do Not Track

This site currently does not respond to Do Not Track signals.


Pearson uses appropriate physical, administrative and technical security measures to protect personal information from unauthorized access, use and disclosure.


This site is not directed to children under the age of 13.


Pearson may send or direct marketing communications to users, provided that

  • Pearson will not use personal information collected or processed as a K-12 school service provider for the purpose of directed or targeted advertising.
  • Such marketing is consistent with applicable law and Pearson's legal obligations.
  • Pearson will not knowingly direct or send marketing communications to an individual who has expressed a preference not to receive marketing.
  • Where required by applicable law, express or implied consent to marketing exists and has not been withdrawn.

Pearson may provide personal information to a third party service provider on a restricted basis to provide marketing solely on behalf of Pearson or an affiliate or customer for whom Pearson is a service provider. Marketing preferences may be changed at any time.

Correcting/Updating Personal Information

If a user's personally identifiable information changes (such as your postal address or email address), we provide a way to correct or update that user's personal data provided to us. This can be done on the Account page. If a user no longer desires our service and desires to delete his or her account, please contact us at customer-service@informit.com and we will process the deletion of a user's account.


Users can always make an informed choice as to whether they should proceed with certain services offered by InformIT. If you choose to remove yourself from our mailing list(s) simply visit the following page and uncheck any communication you no longer want to receive: www.informit.com/u.aspx.

Sale of Personal Information

Pearson does not rent or sell personal information in exchange for any payment of money.

While Pearson does not sell personal information, as defined in Nevada law, Nevada residents may email a request for no sale of their personal information to NevadaDesignatedRequest@pearson.com.

Supplemental Privacy Statement for California Residents

California residents should read our Supplemental privacy statement for California residents in conjunction with this Privacy Notice. The Supplemental privacy statement for California residents explains Pearson's commitment to comply with California law and applies to personal information of California residents collected in connection with this site and the Services.

Sharing and Disclosure

Pearson may disclose personal information, as follows:

  • As required by law.
  • With the consent of the individual (or their parent, if the individual is a minor)
  • In response to a subpoena, court order or legal process, to the extent permitted or required by law
  • To protect the security and safety of individuals, data, assets and systems, consistent with applicable law
  • In connection the sale, joint venture or other transfer of some or all of its company or assets, subject to the provisions of this Privacy Notice
  • To investigate or address actual or suspected fraud or other illegal activities
  • To exercise its legal rights, including enforcement of the Terms of Use for this site or another contract
  • To affiliated Pearson companies and other companies and organizations who perform work for Pearson and are obligated to protect the privacy of personal information consistent with this Privacy Notice
  • To a school, organization, company or government agency, where Pearson collects or processes the personal information in a school setting or on behalf of such organization, company or government agency.


This web site contains links to other sites. Please be aware that we are not responsible for the privacy practices of such other sites. We encourage our users to be aware when they leave our site and to read the privacy statements of each and every web site that collects Personal Information. This privacy statement applies solely to information collected by this web site.

Requests and Contact

Please contact us about this Privacy Notice or if you have any requests or questions relating to the privacy of your personal information.

Changes to this Privacy Notice

We may revise this Privacy Notice through an updated posting. We will identify the effective date of the revision in the posting. Often, updates are made to provide greater clarity or to comply with changes in regulatory requirements. If the updates involve material changes to the collection, protection, use or disclosure of Personal Information, Pearson will provide notice of the change through a conspicuous notice on this site or other appropriate way. Continued use of the site after the effective date of a posted revision evidences acceptance. Please contact us if you have questions or concerns about the Privacy Notice or any objection to any revisions.

Last Update: November 17, 2020