Book Image

The Successful Software Manager

By : Herman Fung
Book Image

The Successful Software Manager

By: Herman Fung

Overview of this book

The Successful Software Manager is a comprehensive and practical guide to managing software developers, software customers, and the process of deciding what software needs to be built. It explains in detail how to develop a management mindset, lead a high-performing developer team, and meet all the expectations of a good manager. The book will help you whether you’ve chosen to pursue a career in management or have been asked to "act up" as a manager. Whether you’re a Development Manager, Product Manager, Team Leader, Solution Architect, or IT Director, this is your indispensable guide to all aspects of running your team and working within an organization and dealing with colleagues, customers, potential customers, and technologists, to ensure you build the product your organization needs. This book is the must-have authoritative guide to managing projects, managing people, and preparing yourself to be an effective manager. The intuitive real-life examples will act as a desk companion for any day-to-day challenge, and beyond that, Herman will show you how to prepare for the next stages and how to achieve career success.
Table of Contents (21 chapters)
Title Page

An old myth – the manager has all the answers

The manager of our previous story is, unfortunately, prototypical. They are the kind of person that has been promoted thanks to their technical skill. They are used to being hands-on and having all the answers. Because of that, when faced with the complexities and fast pace of modern teamwork, they usually fail.

Part of the problem comes from managers failing to realize that their new job is very different and demands new skills, such as organizing a team to find answers instead of being a know-it-all. As a result, they rely on the behaviors that have brought them success in the past, instead of searching for new mental models.

Unfortunately, most organizations are also stuck in a rather old understanding of management, leading them to divide work in counterproductive ways and be ill-prepared managers. Overwork, stress,...