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. Pt. 1. The Manager As Leader. Ch. 1. Technical Leadership. Ch. 2. The Commitment Ethic. Ch. 3. The Importance Of Professionalism. Ch. 4. Respect For The Individual -- Pt. 2. Managing Technical And Professional People. Ch. 5. The Goals Of Engineers And Scientists. Ch. 6. The Changing Professional Career. Ch. 7. Motivating Technical And Professional People. Ch. 8. Professional Discipline -- Pt. 3. The Identification And Development Of Talented People. Ch. 9. Identifying Talented Professionals. Ch. 10. Developing Technical Talent. Ch. 11. Developing Managerial Talent -- Pt. 4. Innovation. Ch. 12. The Importance Of Innovation. Ch. 13. The Innovators -- Pt. 5. Innovative Teams. Ch. 14. Team Structure. Ch. 15. Managing Innovative Teams. Ch. 16. The Innovative Team Environment. Ch. 17. Rewards And Recognition. Ch. 18. The Management Team -- Pt. 6. The Organization. Ch. 19. Integration And Disintegration. Ch. 20. Managing Size. Ch. 21. Power And Politics -- Pt. 7. Managing Change. Watts S. Humphrey. Includes Bibliographical References And Index. The manager as leader; Technical leadership; The commitment ethic; The importance of prodessionalism; Respect for the individual; Managing technical and professional people; The goals of engineers and scientists; The changing professional career; Motivating technical and professional people; Professional discipline; The identification and development of talent people; Identifying talented professionals; Developing technical talent; Developing managerial talent; Innovation; The importance of innovation; The innovators; Innovative teams; Team structure; Managing innovative teams; The innovative team environment; Rewards and recognition; The management team; The organization; Integration and disintegration; Managing size; Power and politics; Managing change; Structural change; The change process; Technical assessment; Strategies for managing change; Organizational maturity; The people-development strategy; The process-improvement strategy; Building for the future 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. 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. Well-known author and long-time manager Watts Humphrey offers keen insight into the special challenge of identifying, motivating, and organizing creative technical people, and the opportunities involved in managing these people. The examples can be kind of wordy and not always widely relevant, but there's a lot of good common sense and eye opening truth here for developers of all kinds (although probably mostly for leads, managers, execs).
