English | MP4 | AVC 1280×720 | AAC 44KHz 2ch | 9h 57m | 3.66 GB
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 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 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.
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
Table of Contents
01 Managing Software People and Teams LiveLessons – Introduction
02 1.0 Learning objectives
03 1.1 Differentiate managing, coaching, and leading
04 1.2 What differentiates managing programmers
05 1.3 Why is managing programmers hard
06 1.4 Why is managing within agile hard
07 1.5 How does a programming managers role change with agile
08 1.6 Lesson Summary _ Outro
09 2.0 Learning objectives
10 2.1 Understand your programmers by type and by discipline
11 2.2 Understand your programmers by domain knowledge
12 2.3 Understand your programmers by level of expertise
13 2.4 Understand your programmers by proximity and relationship
14 2.5 Understand your programmers by generational styles and personality types
15 2.6 Lesson Summary _ Outro
16 3.0 Learning objectives
17 3.1 Why make recruiting your #1 job
18 3.2 Determine what kind of programmer to hire
19 3.3 Think marketing to create your job posting
20 3.4 Sell _ Budget the hire internally
21 3.5 Recruit tenaciously
22 3.6 Review resumes purposefully
23 3.7 Screen effectively
24 3.8 Interview effectively
25 3.9 Make the right offer to the right candidate
26 3.10 Lesson Summary _ Outro
27 4.0 Learning objectives
28 4.1 Begin onboarding new hires from the moment of acceptance
29 4.2 Make effective onboarding a best practice!
30 4.3 Lesson Summary _ Outro
31 5.0 Learning objectives
32 5.1 Transitioning from programmer to manager
33 5.2 Keys to Success – Technical respect, hire great programmers, turbocharge your programmers
34 5.3 Managing different types of programmers
35 5.4 Important aspects of managing programmers
36 5.5 Judging and improving performance
37 5.6 Organizational thinking – Staffing
38 5.7 Organizational thinking – Organizing
39 5.8 Troubleshooting a dysfunctional organization
40 5.9 Delivering results and celebrating successes
41 5.10 Lesson Summary _ Outro
42 6.0 Learning objectives
43 6.1 Motivational theories and practice
44 6.2 Foundational factors of motivation I
45 6.3 Foundational factors of motivation II
46 6.4 Key motivating factors
47 6.5 Understanding and using technology offense and defense
48 6.6 Begin understanding your programmers motivations on day one
49 6.7 Lesson Summary _ Outro
50 7.0 Learning objectives
51 7.1 Managing up
52 7.2 Managing out
53 7.3 Managing out – Leveraging important support functions
54 7.4 Managing out – Managing outside the company
55 7.5 Managing yourself
56 7.6 Find a mentor
57 7.7 Lesson Summary _ Outro
58 8.0 Learning objectives
59 8.1 Establish culture to make managing easier
60 8.2 Identify the culture elements that will support your success
61 8.3 Lesson Summary _ Outro
62 9.0 Learning objectives
63 9.1 Clarify your role in delivery
64 9.2 Inspire purpose
65 9.3 Foment iron triangle clarity
66 9.4 Demand clear requirements
67 9.5 Ensure the team crafts a definition of done to fit the project
68 9.6 Coach your team to quickly ballpark the magnitude of effort
69 9.7 Ensure theres appropriate architecture and design
70 9.8 Support the work
71 9.9 Ship it _ Go live!
72 9.10 Lesson Summary _ Outro
73 10.0 Learning objectives
74 10.1 Managers have key roles to play in Agile software development
75 10.2 Create an Agile culture
76 10.3 Support Agile values
77 10.4 Dispel myths about Agile
78 10.5 Empower self-organization and excellence
79 10.6 Lead technical communities of practice
80 10.7 Remove impediments
81 10.8 Counsel and coach, hire and fire
82 10.9 Be mindful of patterns and anti-patterns
83 10.10 Lesson Summary _ Outro
84 Managing Software People and Teams LiveLessons – Summary
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