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AIPMM Webinar Series

               http://www.aipmm.com

© AIPMM 2012
© AIPMM 2012   http://www.aipmm.com
Today’s Speakers
   Moderator:
       Cindy F. Solomon, CPM, CPMM
       Founder, Global Product Management Talk
       http://www.BlogTalkRadio.com/ProdMgmtTalk
       Twitter: @ProdMgmtTalk @startupproduct @cindyfsolomon


   Presenter:
      Ron Lichty
      Software Engineering Management
                 and Product Development Consulting
       w: http://www.ronlichty.com
       b: http://www.managingtheunmanageable.net
       t: @RonLichty



© AIPMM 2012             @AIPMM #prodmgmt                      http://www.aipmm.com
FEATURED PRESENTATION


© AIPMM 2012                http://www.aipmm.com
Chaos to Clarity:
Managing the Unmanageable
     Ron Lichty, Ron Lichty Consulting
              www.ronlichty.com
Ron Lichty,
Managing Software People & Teams




          SOFTWEST


           ___________________________________________________________
           12/07/12     Managing the Unmanageable     http://ronlichty.com
Why we wrote:
                                                                                    *




______________________________                                * Addison Wesley published October 1, 2012
12/07/12   Managing the Unmanageable   http://ronlichty.com
Rules of Thumb / Nuggets of Wisdom*




         * 300 in the book
____________________________________________________________
12/07/12     Managing the Unmanageable     http://ronlichty.com
Agenda
         •    Managing Delivery
         •    Challenges new programming managers have
         •    Motivating
         •    Recruiting
         •    Handling Problem Employees
         •    Shielding Their Team
         •    Managing Out and Up
         •    Establishing Culture
         •    Communicating
         •    Q&A
____________________________________________________________
12/07/12     Managing the Unmanageable     http://ronlichty.com
Managing Delivery
      • Best programming manager you ever
        worked with?
                • Skills
                • Behaviors
                • Finesse
                • Gifts of greatness
      . . . that made them stand out?
____________________________________________________________
12/07/12     Managing the Unmanageable     http://ronlichty.com
Great Programming Manager
           •   Always recruiting
           •   Seeks to collaborate
           •   Listener
           •   Understands coders
           •   Deals with problem employees
           •   Motivates
           •   Clearly aligns team and purpose
           •   Infectious enthusiasm
           •   Delivers

______________________________
12/07/12       Managing the Unmanageable   http://ronlichty.com
Challenges
               for New Programming Managers
         Rule of Thumb:
         The very thing that has made you successful will get in your
         way in your next role.

         •Manage
         •Delegate
         •Be a Motivator
         •Don’t Be a De-Motivator
____________________________________________________________
12/07/12     Managing the Unmanageable     http://ronlichty.com
Motivators vs De-Motivators




____________________________________________________________
12/07/12     Managing the Unmanageable     http://ronlichty.com
Motivating:
                   Be Careful What You Reward
         • “Behavior revolves around what you measure.”
               – Jim Highsmith
         • “Firefighters who get rewarded carry matches.”
               – Kimberly Wiefling
         • Do you define “done” as “coding complete”?
           – Or as features that delight customers?




____________________________________________________________
12/07/12     Managing the Unmanageable     http://ronlichty.com
Recruiting



             Always be recruiting


____________________________________________________________
12/07/12     Managing the Unmanageable     http://ronlichty.com
Shielding Your Team




                                                                  --John Evans photo

            Be a damper to the noise. --Joe Kleinschmidt, CTO

____________________________________________________________
12/07/12     Managing the Unmanageable     http://ronlichty.com
Managing Out and Up
         • “The single most important leader in an
           organization is your immediate supervisor.”
               – Jim Kouzes


         • “You can safely assume all perceptions are
           real, at least to those who own them.”
               – Joe Folkman

____________________________________________________________
12/07/12     Managing the Unmanageable     http://ronlichty.com
Managing Out & Up
         • Because
               – your peers increasingly are not technical
               – and your boss may not be either
         • …they’ll pressure you
               – to micromanage your team (or let them)
               – to report on / prove your team’s productivity
               – to fill your team’s plates to capacity

____________________________________________________________
12/07/12     Managing the Unmanageable     http://ronlichty.com
Productivity
         • The Apple Lisa team’s managers had asked
           engineers to report, each week, how many
           lines of code they’d written. The first week,
           Bill Atkinson turned his attention to making
           QuickDraw faster and more efficient,
           reducing the previous week’s code by 2,000
           lines. He duly reported that he’d written
           minus-2,000 lines of code for the week.
____________________________________________________________
12/07/12     Managing the Unmanageable     http://ronlichty.com
Capacity
         • Slack is critical to throughput
               – 100% capacity results in bottlenecks




____________________________________________________________      --photo (c) Bud Adams, SXC, www.aimpgh.com
12/07/12     Managing the Unmanageable     http://ronlichty.com
What Be-Devils Managers?
         •    Micromanagement
         •    Requirements that are too detailed
         •    Requirements that are missing
         •    Requirements that are not prioritized
         •    Fixed scope with arbitrary deadlines
         •    Increasing requirements without adding time
         •    Interruptions
         •    Arbitrary, counter-productive rules
____________________________________________________________
12/07/12     Managing the Unmanageable     http://ronlichty.com
How do we focus on collaboration?
         •    Roadmaps
         •    Prioritization
         •    Listening to customers
         •    Avoiding wasted time
         •    Reducing complexity
         •    Making software customers love


____________________________________________________________
12/07/12     Managing the Unmanageable     http://ronlichty.com
Establishing Culture
         • Does your company live its values?
         • Programming culture ≠ corporate culture
               – Wall parts off
               – Substitute and bolster more appropriate values
         • Wherever you can, leverage culture & values



____________________________________________________________
12/07/12     Managing the Unmanageable     http://ronlichty.com
Establishing Culture
         • “Publicly reward or acknowledge engineers
           who act in a way that supports the culture
           that you want to create.”
               —Juanita Mah, engineering manager




____________________________________________________________
12/07/12     Managing the Unmanageable     http://ronlichty.com
Communicating
         • Managers have to communicate more
         • Encourage the team to communicate
         • Create 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

____________________________________________________________
12/07/12     Managing the Unmanageable     http://ronlichty.com
Form a Mutual Admiration Pact?
         • Lots more collaboration and communication
         • Surprise the rest of management
               – Relief
               – Or scare them (!)
         • Help each other manage up and out




____________________________________________________________
12/07/12     Managing the Unmanageable     http://ronlichty.com
A Few Closing Rules of Thumb
         • If you’re a people manager, your people are far more important than
           anything else you’re working on.
               —Tim Swihart, Engineering Director
         • Projects should be run like marathons. You have to set a healthy pace
           that can win the race and expect to sprint for the finish line.
               —Ed Catmull, CTO, Pixar Animation Studios
         • In applications with high technical debt, estimating is nearly
           impossible.
               —Jim Highsmith, Agile Coach and Leader
         • The quality of code you demand during the first week of a project is
           the quality of code you’ll get every week thereafter.
               —Joseph Kleinschmidt, CTO, Leverage Software

____________________________________________________________
12/07/12     Managing the Unmanageable     http://ronlichty.com
Ron Lichty Consulting
         • Mentoring and Coaching and Consulting:
               – http://ronlichty.com/

         • The book:
           Managing the Unmanageable:
               Rules, Tools & Insights
                   for Managing Software People & Teams
               – http://ManagingTheUnmanageable.net

         • Training: now in development:
               – “Managing Software People and Teams: the class”
               – “The Agile Manager”
               (Email me through the site above and I’ll let you know when.)


____________________________________________________________
12/07/12     Managing the Unmanageable     http://ronlichty.com
Please Join Us Again!
               Global Product Management Talk: Monday Dec 10 PROPER PRODUCT POSITIONING
                              Follow http://www.blogtalkradio.com/prodmgmttalk

                          AIPMM Webinar Series: Friday Dec 14 RULES OF REQUIREMENTS
                                    http://aipmm.com/aipmm_webinars/
     ++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++
          3 days of Startup Innovation Training, Certification Credential & Conference
                                       San Francisco, CA
                  PRODUCT INNOVATION LEADER                     STARTUP PRODUCT SUMMIT
                  http://bit.ly/SEAZGA                          startupproduct.com
                  February 5 & 6, 2013                          February 7, 2013

     +++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++
     Stay Informed!
     Newsletter:          http://www.aipmm.com/subscribe
     LinkedIn:            http://www.linkedin.com/company/aipmm
     Membership:          http://www.aipmm.com/join.php
     Certification:       http://aipmm.com/html/certification/




© AIPMM 2012                            @AIPMM                                        http://www.aipmm.com

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AIPMM Webcast: Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams with Ron Lichty

  • 1. AIPMM Webinar Series http://www.aipmm.com © AIPMM 2012
  • 2. © AIPMM 2012 http://www.aipmm.com
  • 3. Today’s Speakers Moderator: Cindy F. Solomon, CPM, CPMM Founder, Global Product Management Talk http://www.BlogTalkRadio.com/ProdMgmtTalk Twitter: @ProdMgmtTalk @startupproduct @cindyfsolomon Presenter: Ron Lichty Software Engineering Management and Product Development Consulting w: http://www.ronlichty.com b: http://www.managingtheunmanageable.net t: @RonLichty © AIPMM 2012 @AIPMM #prodmgmt http://www.aipmm.com
  • 4. FEATURED PRESENTATION © AIPMM 2012 http://www.aipmm.com
  • 5. Chaos to Clarity: Managing the Unmanageable Ron Lichty, Ron Lichty Consulting www.ronlichty.com
  • 6. Ron Lichty, Managing Software People & Teams SOFTWEST ___________________________________________________________ 12/07/12 Managing the Unmanageable http://ronlichty.com
  • 7. Why we wrote: * ______________________________ * Addison Wesley published October 1, 2012 12/07/12 Managing the Unmanageable http://ronlichty.com
  • 8. Rules of Thumb / Nuggets of Wisdom* * 300 in the book ____________________________________________________________ 12/07/12 Managing the Unmanageable http://ronlichty.com
  • 9. Agenda • Managing Delivery • Challenges new programming managers have • Motivating • Recruiting • Handling Problem Employees • Shielding Their Team • Managing Out and Up • Establishing Culture • Communicating • Q&A ____________________________________________________________ 12/07/12 Managing the Unmanageable http://ronlichty.com
  • 10. Managing Delivery • Best programming manager you ever worked with? • Skills • Behaviors • Finesse • Gifts of greatness . . . that made them stand out? ____________________________________________________________ 12/07/12 Managing the Unmanageable http://ronlichty.com
  • 11. Great Programming Manager • Always recruiting • Seeks to collaborate • Listener • Understands coders • Deals with problem employees • Motivates • Clearly aligns team and purpose • Infectious enthusiasm • Delivers ______________________________ 12/07/12 Managing the Unmanageable http://ronlichty.com
  • 12. Challenges for New Programming Managers Rule of Thumb: The very thing that has made you successful will get in your way in your next role. •Manage •Delegate •Be a Motivator •Don’t Be a De-Motivator ____________________________________________________________ 12/07/12 Managing the Unmanageable http://ronlichty.com
  • 14. Motivating: Be Careful What You Reward • “Behavior revolves around what you measure.” – Jim Highsmith • “Firefighters who get rewarded carry matches.” – Kimberly Wiefling • Do you define “done” as “coding complete”? – Or as features that delight customers? ____________________________________________________________ 12/07/12 Managing the Unmanageable http://ronlichty.com
  • 15. Recruiting Always be recruiting ____________________________________________________________ 12/07/12 Managing the Unmanageable http://ronlichty.com
  • 16. Shielding Your Team --John Evans photo Be a damper to the noise. --Joe Kleinschmidt, CTO ____________________________________________________________ 12/07/12 Managing the Unmanageable http://ronlichty.com
  • 17. Managing Out and Up • “The single most important leader in an organization is your immediate supervisor.” – Jim Kouzes • “You can safely assume all perceptions are real, at least to those who own them.” – Joe Folkman ____________________________________________________________ 12/07/12 Managing the Unmanageable http://ronlichty.com
  • 18. Managing Out & Up • Because – your peers increasingly are not technical – and your boss may not be either • …they’ll pressure you – to micromanage your team (or let them) – to report on / prove your team’s productivity – to fill your team’s plates to capacity ____________________________________________________________ 12/07/12 Managing the Unmanageable http://ronlichty.com
  • 19. Productivity • The Apple Lisa team’s managers had asked engineers to report, each week, how many lines of code they’d written. The first week, Bill Atkinson turned his attention to making QuickDraw faster and more efficient, reducing the previous week’s code by 2,000 lines. He duly reported that he’d written minus-2,000 lines of code for the week. ____________________________________________________________ 12/07/12 Managing the Unmanageable http://ronlichty.com
  • 20. Capacity • Slack is critical to throughput – 100% capacity results in bottlenecks ____________________________________________________________ --photo (c) Bud Adams, SXC, www.aimpgh.com 12/07/12 Managing the Unmanageable http://ronlichty.com
  • 21. What Be-Devils Managers? • Micromanagement • Requirements that are too detailed • Requirements that are missing • Requirements that are not prioritized • Fixed scope with arbitrary deadlines • Increasing requirements without adding time • Interruptions • Arbitrary, counter-productive rules ____________________________________________________________ 12/07/12 Managing the Unmanageable http://ronlichty.com
  • 22. How do we focus on collaboration? • Roadmaps • Prioritization • Listening to customers • Avoiding wasted time • Reducing complexity • Making software customers love ____________________________________________________________ 12/07/12 Managing the Unmanageable http://ronlichty.com
  • 23. Establishing Culture • Does your company live its values? • Programming culture ≠ corporate culture – Wall parts off – Substitute and bolster more appropriate values • Wherever you can, leverage culture & values ____________________________________________________________ 12/07/12 Managing the Unmanageable http://ronlichty.com
  • 24. Establishing Culture • “Publicly reward or acknowledge engineers who act in a way that supports the culture that you want to create.” —Juanita Mah, engineering manager ____________________________________________________________ 12/07/12 Managing the Unmanageable http://ronlichty.com
  • 25. Communicating • Managers have to communicate more • Encourage the team to communicate • Create 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 ____________________________________________________________ 12/07/12 Managing the Unmanageable http://ronlichty.com
  • 26. Form a Mutual Admiration Pact? • Lots more collaboration and communication • Surprise the rest of management – Relief – Or scare them (!) • Help each other manage up and out ____________________________________________________________ 12/07/12 Managing the Unmanageable http://ronlichty.com
  • 27. A Few Closing Rules of Thumb • If you’re a people manager, your people are far more important than anything else you’re working on. —Tim Swihart, Engineering Director • Projects should be run like marathons. You have to set a healthy pace that can win the race and expect to sprint for the finish line. —Ed Catmull, CTO, Pixar Animation Studios • In applications with high technical debt, estimating is nearly impossible. —Jim Highsmith, Agile Coach and Leader • The quality of code you demand during the first week of a project is the quality of code you’ll get every week thereafter. —Joseph Kleinschmidt, CTO, Leverage Software ____________________________________________________________ 12/07/12 Managing the Unmanageable http://ronlichty.com
  • 28. Ron Lichty Consulting • Mentoring and Coaching and Consulting: – http://ronlichty.com/ • The book: Managing the Unmanageable: Rules, Tools & Insights for Managing Software People & Teams – http://ManagingTheUnmanageable.net • Training: now in development: – “Managing Software People and Teams: the class” – “The Agile Manager” (Email me through the site above and I’ll let you know when.) ____________________________________________________________ 12/07/12 Managing the Unmanageable http://ronlichty.com
  • 29. Please Join Us Again! Global Product Management Talk: Monday Dec 10 PROPER PRODUCT POSITIONING Follow http://www.blogtalkradio.com/prodmgmttalk AIPMM Webinar Series: Friday Dec 14 RULES OF REQUIREMENTS http://aipmm.com/aipmm_webinars/ ++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++ 3 days of Startup Innovation Training, Certification Credential & Conference San Francisco, CA PRODUCT INNOVATION LEADER STARTUP PRODUCT SUMMIT http://bit.ly/SEAZGA startupproduct.com February 5 & 6, 2013 February 7, 2013 +++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++ Stay Informed! Newsletter: http://www.aipmm.com/subscribe LinkedIn: http://www.linkedin.com/company/aipmm Membership: http://www.aipmm.com/join.php Certification: http://aipmm.com/html/certification/ © AIPMM 2012 @AIPMM http://www.aipmm.com