Providing practical insights on how to best manage technical professionals, this text demonstrates that people are important in building software systems and suggests how to identify, motivate and organize innovative people. The work explains how teams can be used to solve difficult problems and underlines that successful software development has two basic requirements: a well-defined, quality-based process; and the best technical people.
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Written for project leaders and managers, Managing Technical People delivers advice on how best to deal with the particulars of leading talented, technically minded people through project cycles. Author Watts Humphrey explains his methods for becoming a better project leader, recognizing and recruiting talented people for the right job, and effectively managing those people through the software product cycle. Most of his points are illustrated with anecdotes, tables, and charts, and there are plenty of the requisite multistep methods for improving specific problems.From the Back Cover:
"Suppose you needed a new computer program. You would want your programmers to give this work high priority and to dedicate their energies to its success. Although no simple procedure can ensure that they do this, there are some methods that usually work....The key is to understand and respect them as professionals and to follow sound management principles. This knowledge and these principles are the subjects of this book."
--from the Preface
This book contains best-selling author Watts Humphrey's practical insights on how to lead technical professionals. In previous books, Humphrey established process as a key factor in successful software development. His advice on how companies and individuals could improve their software process has since been widely adopted. In this new book, he demonstrates the overriding importance of people to the success of any software project. He focuses particularly on the critical role of innovative people, and gives concrete advice on how to identify, motivate, and organize these people into highly productive teams.
Drawing on experience as IBM's senior software-development executive, and expanding on an earlier work, Managing for Innovation, Humphrey presents here proven leadership practices and management techniques that can work in any organization. Given the software industry's dependence on creative human resources, managers will welcome his sound advice on the special challenges encountered in leading technical professionals, and on specific steps managers can take to encourage greater innovation while attaining yet higher levels of efficiency and quality.
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