management at The Observer's Log

Posts Tagged ‘management’

What makes a Senior Developer

11 Feb 2010

Every so often, someone asks me what I need to see in a senior developer. Why people ask me this is a mystery. I mean, besides the fact that I’m a Know-It-All, could it really be that several years of being a manager have really allowed me to delve into the core of the human psyche, separate the hard skills from the soft, and know what it really means to be “that” person?

Yeah, I’m having a good laugh at this one, too! But since I am a Know-It-All, and someone asks, it’s really hard for me to say “I don’t know”. I mean, it’s not like I don’t have an opinion on it or something…

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Overtime is not a solution

12 Nov 2009

Every project is defined by a schedule. That schedule determines when certain tasks start and stop, when people enter and leave a project, and ultimately how much that project will cost (because, after all, time is money). But as we all know, the schedule you start with is almost never the one you end with.

Schedules change. No-one can predict the future. No-one can see the out-of-left-field problems, the people unable to work due to sudden illness (or worse), or the sudden changes in project direction. When a project’s schedule starts to go sour, time management rapidly becomes extremely important. In a world where deadlines are fixed and resources are limited, one of the most common solutions is to work overtime.

However, overtime is not a solution. Overtime is a problem.

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A good programmer is lazy, not stupid

24 Sep 2009

I say this, in one form or another, to developers I manage. I’ve said it for years, and I’ll continue to say it until I’m proven horribly, horribly wrong. Which, until I leave this industry, is not likely to happen. My belief is simple: when you work in a time and materials-based industry, such as marketing, you’re not being paid to do everything new. You’re being paid to deliver a solid solution as quickly and effectively as possible.

The problem, however, is that programmers like to create. It’s what makes a programmer a programmer — I know, because I used to be one. (Then I turned to the Dark Side, but that’s another story.) Programmers like to do things themselves.

But good programmers — at least in this business — try to as little work as possible.

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I wouldn’t have done it that way

3 Jul 2009

I’ve recently run into a common programming problem. While turning a development project over to another development agency, we heard that worst of comments:

Why did you build it that way?

It seems like a simple question. But it belies it’s true meaning. What they’re really saying is:

We wouldn’t have done that. This design is bad.

It’s a completely valid point. And you know what? I probably already thought that same thing.

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Failure is an option

7 Jun 2009

One afternoon, a few years ago now, the head of my department uttered something completely heretical while we were in a fairly high-stressed meeting about some technical difficulties we were having on a project. It was one of those utterances that made everyone take pause, look at him, and wonder if he was off his rocker.

He wasn’t, for the record. In fact, he was striving for us to not view impending doom as a bad thing. While his two words were at first shocking (especially to the Account Managers present, who’d ultimately have to deal with the client), it was also one of those moments you sat back and actually thought about what you were doing.

So what did he say?

Embrace failure.
- Allard Losier

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How to handle a problem

29 May 2009

Problems fill our daily lives. Sometimes they’re trivial (“where are my keys?”), sometimes they’re pretty significant (“how do I hide this dead body?”); sometimes you can solve them on your own (“they were in my jacket pocket”), and sometimes you need help (“Mr. Wolf”).

How you approach a given problem shows not just your critical thinking process, but also a lot about your character. People will react in different ways to the same problems, even seemingly trivial ones. Some people try to solve problems on their own, while others will look to others to solve the problems.

In a busy work environment, problems are frequent. And I’ll argue that putting the solutions in the hands of a few people is a recipe for disaster.

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The power of responsibility

13 May 2009

With great power comes great responsibility.
- Various sources

I’m sure you’ve heard this quote before. It’s a good one, often used to reinforce the need for people to not slough off their priorities. Don’t get me wrong, it’s all fine and dandy, but I don’t really like it. It works for superhero movies and parental figures. It fails in my mind because it puts more of a burden on responsibility, rather than the sense of freedom one gets from being responsible.

Instead, I prefer this variation:

With responsibility comes a sense of great empowerment.
- Me. ‘Cuz I just said it.

I know what you’re going to say…

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The blinding effect of an ego

5 May 2009

One of the most dangerous things for anyone to have is an unchecked ego. I say “dangerous” because egos lead to a significant number of problems between team members, and can even lead to teams being pitted against other teams for no good reason.

I’ve seen ego problems not only as a manager, but also in myself — so I know what I’m talking about. I’ve seen all sides of egos, from the underappreciated, to the benign and humble, to the offensive. And yes, dear readers, all of them require some form of attention. Not because they’re all necessarily bad — some of them can be considered good traits — but because all of them need some form of nurturing.

All developers have an ego. (I’m focusing on developers because that’s who I manage. Egos exist in other disciplines, too, but my ego isn’t so big to think I can lump everyone into the same bucket.) Those egos express themselves in different ways. Some can produce outstanding work, but downplay their involvement. Others use their experience to educate. And there are those who choose to oppress.

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The importance of delegation

26 Apr 2009

Delegation is the act of assigning work to other people, generally people who report to you. It’s supposed to be a way to ensure that the right people are doing the right jobs, and that large pieces of work will ultimately be completed. It’s something every manager will ultimately encounter, and their effectiveness at delegation often reflects the performance of a team (or department).

In many ways, it’s more art than it is skill. You have to know a lot about other people: their knowledge, their abilities, their sense of dedication, how much information they need before starting a project, their trustworthiness. It’s not something that comes easily.

Which leads to a sobering fact: some managers don’t delegate well, or even at all.

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Why didn’t I get a promotion?

21 Apr 2009

Aside from “I quit”, the worst thing a manager can hear from someone on their team is: “Why didn’t I get a promotion?”

This is something I’ve run into a few times in my management career, and it’s always a tough one to explain. It’s a tough one for someone to understand (notably if you’re the one asking why you weren’t promoted). That one question exposes all sorts of issues, not the least of which are communication, transparency, process, skill, value/worth, responsibility, and objectivity.

The problem, as a manager, is that you have a decidedly different view on these things than your employee. It’s a point of view that you’ve learned over years of managing, often going through the same pains that you’re now seeing from someone else. You’d think it would be easier to explain.

You’d think that, right?

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