The Successful Software Manager
Herman Fung更新时间：2021-06-24 13:35:53
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Title Page
Copyright and Credits
The Successful Software Manager
About Packt
Why subscribe?
Contributors
About the author
About the reviewer
Preface
Who this book is for
What this book covers
Get in touch
Reviews
Why Do You Want to Become a Manager?
Start with "why?"
The pros and cons of becoming a manager
Your attitude and tolerance for risk-taking
Where am I and how did I get here?
The cost of the journey
Are you ready to become a manager?
Breaking down your working week
What jobs are there?
Team leader / manager
Development / delivery manager
Project manager
Being an Agile practitioner
Scrum master
Does being a manager mean managing people?
Maslow's hierarchy of needs
You don't have to be a psychologist
The "Accidental Manager"
The Johari Window
Hacking the impostor syndrome
The Rumsfeld Matrix
Summary
What Are the Key Skills I Need?
Skill 1 – Flexibility and adaptability
Skill 2 – Communication communication communication
Inbound communication
Internal communication
Outbound communication
Skill 3 – Team leadership
Aspects of team leadership
Don't do everything yourself
Clarity of team responsibilities
Document your team services
Skill 4 – Stakeholder management
Stakeholder mapping
The layers of a stakeholder relationship
Stakeholder management case study – the UK NHS
Skill 5 – Negotiation
Building rapport
Skill 6 – Using a chosen methodology
Agile
Incremental development over big-bang releases
Dynamic daily huddles over regular static updates
User stories over exhaustive requirements
The Waterfall model
PRINCE2
If I'm not ready then how do I get ready?
Get a mentor
Shadowing
How do I get the job?
Internal or external
Positioning yourself
Will I like it?
The interview and the offer
Summary
What Is My Job Now?
The seven fundamental roles of any software project
1. Project Manager
Planning
Controlling
1. Scope risk
2. Scheduling risk
3. Resource risk
4. Technology risk
Reporting
2. Project Sponsor
3. Business Subject Matter Expert
4. Business Analyst
5. Technical Architect
6. Developer
7. Testers
Your first day
Meet your manager
Induction training
Meet your team
The first team meeting
Your first week
Meet your stakeholders
Set your own schedule
Make a plan
Summary
A Week in the Life of a Manager
The 70/20/10 blended learning model
Experiential learning
Exposure learning
Educational learning
The impact of your methodology choice
Agile PRINCE2 and ITIL
The ITIL framework
The five stages of the ITIL life cycle
ITIL versus DevOps
Event incident and problem management
Event management
Incident management
Problem management
The weekly project template
Monday
09:00 A.M. to 09:15 A.M. – team huddle
10:00 A.M. to 11:00 A.M. – power meeting
11:00 A.M. to 12:00 A.M. – backlog/task list review
12:00 P.M. onward – stakeholder time
Tuesday
09:00 A.M. to 09:15 A.M. – team huddle
10:00 A.M. onward – planning time
Burn charts
Wednesday
09:00 A.M. to 09:15 A.M. – team huddle
12:00 P.M. onward – team meeting/backlog review/sprint planning
Thursday
09:00 A.M. to 09:15 A.M. – team huddle
12:00 P.M. onward – team time
Friday
09:00 A.M. to 09:15 A.M. – team huddle
11:00 A.M. to 12:00 P.M. – communication and reporting - project status update
12:00 P.M. to 13:00 P.M. – team washup
14:00 P.M. onward – try something different
The weekend
The development process template
A quick visual recap – methodologies
Scrum
Sprint planning
What is velocity?
Daily scrum
Sprint review
Sprint retrospective
Summary
Managing Your Team
Building and maintaining a team
Roles responsibilities and boundaries
Should a manager be at the coalface?
Team culture and organizational culture
Team culture – a Malawian example
Setting the tone
Diversity
Managing your team
Managing your team – free up your time
Managing your team – be approachable
Managing your team – be radically transparent!
Ray Dalio – honest improvement
Toyota Production System
Balanced feedback
Managing your boss
Managing your boss – communication
Managing your boss – expectations
Managing your boss – vision
Managing your peers
A team of managers
Collaboration and coordination
Managing your customers
End users
The utility of your product
The user experience
Buyers budget holders and decision makers
Summary
Asking the Right Questions to Your Users
Information overload
Understanding situational context
The five different types of users and what they need
Casual users
Business users
Power users
Management users
Non-users
The five whys
Asking why nicely
Summary
Meetings
The off-duty chat
The one-to-one off-duty chat
Be prepared to talk
How to approach your team for an off-duty chat
The pep talk
Assessing the off-duty chat
How friendly should you be?
Wider-group off-duty chats
The meet and greet
The sales meeting
Your role as a manager in a sales meeting
Preparing for a sales meeting
The science of the sales process
Sales planning
How to deliver the sales meeting
Evaluate
The requirements workshop meeting
Your role as a manager in the requirements workshop
The workshop logistics
User stories for the requirements workshop
Personas at the requirements workshop
Workshop epics
Prioritization
The product demo meeting
Demos – less is definitely more
Rehearsing and tailoring the demo
Create a sense of occasion for the demo
Set the scene for the demo
Be specific about a demo
Pause to engage during the demo
Summary
Design Techniques
Design teams and stakeholders
The architects
The test teams
The five design techniques
Design technique 1 – storyboards
The advantages of storyboards
The disadvantages of storyboards
Making storyboards – a growing toolkit
Design technique 2 – use cases
Case study – how a bank's ATM is used
Use case or user story?
Design technique 3 – wireframes
Design technique 4 – mockups
Design technique 5 – prototypes
How to be a "whiteboard rockstar"
Preparation
Use block capitals
Use colors but write in black
Use straight lines
Purpose
Controlling the room
Handing over control
Visual anchors
Summary
Validating the Solution
No solution is perfect
Technical validation
Business validation
Design thinking
Learning through testing
Empathize
Define
Ideate
Prototype
Test
Case study – The Finnish UBI
Building consensus
What is consensus?
Building consensus
Writing the business case and getting sign-off
Writing the sections of a business case document
Presenting the business case for sign-off
Summary
Agile Waterfall and Everything in Between
Methodologies – A summary and comparison
The language of the PMO
The purpose and value of the PMO
Learn to speak in the PMO language
The stage-gate process
Stage 0 – Discovery and ideation
Stage 1 – Scoping
Stage 2 – Building a business case
Stage 3 – Development
Stage 4 – Testing and validation
Stage 5 – Product launch
Death by boring project status update
Using the RAG status approach
Sending out project updates
Using a dashboard
Keeping it simple stupid
Interpreting between domains
Making complex things less complex
Clarity through simplicity
Past mistakes and changing the status quo
Summary
Always Be Shipping
Creating a delivery-focused team ethos
Protecting the project from scope creep
Maintaining momentum
When times get tough muck in!
Continuous delivery
Time to market
The User Acceptance Testing (UAT) review
Developer-tester collaboration
When do we call it a bug?
Learning mindset
UAT report and exit
The Test Summary Report
The UAT meeting
Always be selling – why it's my job and that's OK
Summary
The Training Day
Approaching the training day
Be realistic about the scope and length of training
Concentrate on three key points
Training preparation and setup
Snappy documentation
Hands-on experience training
Use the lunch break to assess training
The support request is still training
Response and resolution time
Care and attention
Quality of communication
The post-mortem
The End Project Report
Your role in the End Project Report
Nobody cares - what to do about it
The marketing angle
The technical angle
The practical angle
Summary
Organizational Management in the 21st Century
Introduction
An old myth – the manager has all the answers
Management in the Industrial Revolution
And then it all changed
Separating leadership and management
Leadership and management across big and small organizations
Navigating a new world of work
The importance of motivation
Not all motivation is born equal
What is structure?
Process tolerance
Quick recap
The five key concepts in self-management
1. Sociocracy
What is Sociocracy?
Organizing in circles
Consent over consensus and authoritarianism
Feedback between higher and lower circles (double links)
Why should I care about Sociocracy?
How do I use Sociocracy?
2. Holacracy
What is Holacracy?
Why should I care about Holacracy?
How do I use Holacracy?
3. Teal
What is Teal?
Why should I care about Teal?
How do I use Teal?
4. Nonviolent Communication
What is NVC?
Why should I care about NVC?
How do I use NVC?
5. Dynamic Change
What is Dynamic Change?
Why should I care about Dynamic Change?
How do I use Dynamic Change?
Management systems – a comparison
Is it safe to try at home?
Running experiments with your team
Getting expert help
Summary
Developing Yourself as a Leader
You can't separate a leader and their team
The mindset of a leader – Awareness
Awareness of our filters
Awareness of our automatic habits
Awareness makes management easier
The subconscious mind of a manager
Developing awareness as a manager
The value of reflection for managers
Reflection and awareness
What's occurring?
Skillful managers don't react!
Be here now
You treat others how you treat yourself
Learning from mistakes
How to discuss mistakes with your team
Rationality and emotion in a manager
How to feel
How to manage better using emotions
Exercise – Assessing your emotional awareness
Leading with intention
Why are you here?
Exercise – Motivator map
Focus your intention as a leader
The habits of successful leaders
Nudges to victory
Habits – Human do-while loops
The pros and cons of reinforcement learning
Exercise – Refactoring your habit inventory
How leaders use alignment
What alignment are you?
Starting the alignment cycle
A lean you – Experimenting and iterating
Resistance is information
Exercise – Listening to your resistance
Summary – Work on yourself to lead your team
Your Next Steps
So what's next?
Can I still be creative?
The creative work ahead of you
Stop coding!
Delegation
Delegating in a considerate and controlled way
Accountability
Actually keep coding!
You can still think like a developer
Delegation and being busy
A real-life delegator – Anthony Casalena
Developing others
Relating to others
Creativity bursts
Looking towards your future
Getting the manager job
Getting started
A manager's toolkit
Extracting information – information gathering
Defining solutions
Keeping the build focused
Launching your product
What comes next on your journey?
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更新时间：2021-06-24 13:35:53