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Great management is difficult to see as it occurs. It's possible to see the results of great management, but it's not easy to see how managers achieve those results. Great management happens in one-on-one meetings and with other managers---all in private. It's hard to learn management by example when you can't see it.
You can learn to be a better manager---even a great manager---with this guide. You'll follow along as Sam, a manager just brought on board, learns the ropes and deals with his new team over the course of his first eight weeks on the job. From scheduling and managing resources to helping team members grow and prosper, you'll be there as Sam makes it happen. You'll find powerful tips covering:
- Delegating effectively
- Using feedback and goal-setting
- Developing influence
- Handling one-on-one meetings
- Coaching and mentoring
- Deciding what work to do---and what not to do
- ...and more.
Full of tips and practical advice on the most important aspects of management, this is one of those books that can make a lasting andimmediate impact on your career.
- Sales Rank: #465495 in Books
- Published on: 2005-09-29
- Original language: English
- Number of items: 1
- Dimensions: 9.00" h x .58" w x 6.00" l, .70 pounds
- Binding: Paperback
- 176 pages
Review
"Rothman and Derby bring a clarity and honesty to the craft of software-development management that I haven’t felt since first reading Demarco and Lister’s classic, Peopleware. Their story-based teaching style is engaging, and the tips contained provide a valuable reference for those who find themselves in the world of management."
—Bil Kleb, Research Scientist, NASA "Five Star Review: All the great stuff is here… Easy to read and understand."
—Robert Pritchett, macCompanion
About the Author
Johanna Rothman helps leaders solve problems and seize opportunities. She consults, speaks, and writes on managing high-technology product development. She enables managers, teams, and organizations to become more effective by applying her pragmatic approaches to the issues of project management, risk management, and people management. Johanna publishes The Pragmatic Manager, a monthly email newsletter and podcast, and writes two blogs: Managing Product Development and Hiring Technical People. She is the author of several books: - Manage It! Your Guide to Modern, Pragmatic Project Management - Behind Closed Doors: Secrets of Great Management (with Esther Derby) - Hiring the Best Knowledge Workers, Techies & Nerds: The Secrets and Science of Hiring Technical People - Corrective Action for the Software Industry (with Denise Robitaille).
Most helpful customer reviews
0 of 0 people found the following review helpful.
Very solid advice but cheesy, somewhat unrelatable example narrative
By Aaron Gibralter
All the advice in this book is spot on or close. I just found that the made-up, example story the authors used to describe management in action was pretty boring to read through. Also, I've been working at startups my whole career, and this book focuses on a world I thought no longer exists. It sounds like the 80s... Who has an office these days? Or has a phone line? And delivers software on a multi month cadence?
9 of 9 people found the following review helpful.
Practical, ultra clear, and covers the basics!!
By Mr. Mark S. Jones
I have 25 years of IS experience - some as a developer or analyst and some as an IS manager and certainly when I started out as a manager, this book would have been invaluable!!
Perhaps my only issue is glossing over some of the gnarlier situations I believe most IS managers have to confront eventually - for instance what happens when you give negative feedback and the person doesn't relate in any way what you're telling them or perhaps agrees but thinks the issue is unimportant? To me the easy case is when you give feedback and the person agrees or at least comes up with some cogent reasons why they think I'm wrong. At this point I know the person thinks I'm the pointy haired manager and I'm totally certain I'm not the only manager that experienced this. The book says such a person will "not change" - no kidding but where do you go from here?
I actually have a longer list than this - but the point is I think there are a lot of real and challenging situations especially for IT and technical management not covered. OTOH, the suggestions the book does comes up with are mostly excellent well explained and easy to implement and I think anyone with any level of management experience will pick up priceless suggestions from this book - and I'm usually extremely cynical about new management methodologies!!
Maybe a later more intermediate/advanced book will cover some of the more difficult situations? If there's a website, blog, set of seminars etc available I'd be interested in hearing about it!!
26 of 40 people found the following review helpful.
This is management?
By A reader in Denver
My background is development team lead/architect for that past several years and my review comes from this perspective. I put this book down half way through not sure if it was worth finishing even as short as it is. I finally picked it up and finished it tonight and my opinion of it didn't change.
This book contains some truisms that are ... generally true. Beyond that there isn't much here. No original insights and nothing eye opening. It may be useful if you've never read anything on technical leadership before, but if you have this will be disappointing.
I bought this book hoping to learn what goes on "Behind Closed Doors", but the book's title is misleading. There's nothing here that helps you to understand what goes through managers' minds before they surprise their development teams with the ridiculous things they sometimes come up with.
The narrative used to illustrate their advice is sophomoric. Six years ago there may have been some companies run like this with thirty-somethings managing a bunch of twenty-something software engineers. That isn't the way things are now, though.
Software projects need what all projects need: leadership. There's too little leadership in the software development industry and too much management. This book offers nothing when it comes to leadership.
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