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

Skill 2 – Communication, communication, communication

Communication skills are so important that it's worth repeating! I've repeated it three times because there are three logical parts to communication. Of course, you already communicated plenty when you were a developer.

You wrote emails, spoke on conference calls, and maybe even created reports and presentations and gave pitches.

Your communications have a different mission when you are a manager though. Your communications become less about explaining the logic or business knowledge and more about influencing and conveying visions, ideas, and concepts.

It's important to acknowledge the difference between a factual conversation and an opinion-based conversation that might be based on little or no information. For example, a project management meeting about the allocation of key resources is likely to be...