Advice for a New Software Project Manager?

Tom O'Neill asks: "I have recently been promoted to 'Manager of Software Development' at the small business I work for. I have been developing web-based software professionally for about 6 years. I have seen the software development cycle work and I have seen it fail. Are there any project managers out there with some advice for a green horn like myself? Are there any books or other reading material that I could read in order to manage a software project effectively?"

Comments

Know your people

[Reemi]

My personal tips, based on that projects are executed by people:

- Know the people you work with, understand the way they communicate progress/problems. Everyone is different

- Create an atmosphere where delays are acceptable, but only when pre-announced. This avoids surprices just before a deadline and allows you to take actions in time.

- When assigning a task, let the receiver make a time plan and commit to it. You'll find out they are in general too optimistic but highly motivated to make it because they made this promise towards you. Never push a deadline on them if you can avoid it.

- Don't ask for too many progress reports, talk with your people and ask once in a while a snapshot of the current task. Non-performers can be identified in an early stage this way.

All items I mentioned are human related. Why? Because my experience is that in most cases that is the only area where one can (is allowed to) make a difference.

Re:Know your people

[MrResistor]

I would add to this:

- Be an advocate for your team. Determine what they need and try to get it for them, and more importantly shield them from other managers.

IMO, this is the single distinguishing factor in the the good managers I've had. Even in a seriously messed up company, and good manager can make all the difference in employee morale, and happy employees are productive employees.

What's more, regular people (read: non-MBA types) tend to want to be loyal, but that has to go both ways. If your subordinates feel that you're on their side most of them will be willing to go to the ends of the earth for you.

I've had seemingly great jobs where it took effort to put in my minimum time just so I could get out of there, and I've had crappy jobs where I happily put in 60 or 70 hour weeks. The manager makes all the difference.

A few pointers

[Jorkapp]

Here's a few good pointers to follow when managing subordinates:

• Don't over-supervise or they may either not like you or their work.
  
• Treat them fairly, equally, and with dignity and they will respect you. Playing favourites or doing your whole Drill-Sergeant routine won't help.
  
• State what is expected of them and be specific. Giving specific tasks ensures that what you want to be done gets done with a minimum of confusion.
  
• Allow social activity since they will not only want to share ideas about the project but relax as well.
  
• Recognize good performance. For example, if they're ahead of schedule then bring in coffee (or take them out, either way). You can recognize both individual and group performances, but be careful not to play favourites with the individual recognition.
  
• Explain changes. Simply telling them to change such and such just "because you said so" will serve no purpose but to have your subordinates get more cranky and disrespectful towards you. If you cannot think of an excuse for the change, then consult the group on what they would think about the change.

Don't forget, they look to YOU for leadership.