The Successful Software Manager :: the Definitive Guide to Growing from Developer to Manager.
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...
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
Birmingham :
Packt Publishing, Limited,
2019.
|
| Schlagworte: | |
| Online-Zugang: | Volltext |
| Zusammenfassung: | 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. |
| Beschreibung: | 1 online resource (433 pages) |
| ISBN: | 1789610982 9781789610987 |
Internformat
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| 100 | 1 | |a Fung, Herman. | |
| 245 | 1 | 4 | |a The Successful Software Manager : |b the Definitive Guide to Growing from Developer to Manager. |
| 260 | |a Birmingham : |b Packt Publishing, Limited, |c 2019. | ||
| 300 | |a 1 online resource (433 pages) | ||
| 336 | |a text |b txt |2 rdacontent | ||
| 337 | |a computer |b c |2 rdamedia | ||
| 338 | |a online resource |b cr |2 rdacarrier | ||
| 505 | 0 | |a Cover; Copyright; About Packt; Contributors; Table of Contents; Preface; Chapter 1: Why Do You Want to Become a Manager?; Start with ""why?; The pros and cons of becoming a manager; Your attitude and tolerance for risk-taking; Where am I and how did I get here?; The cost of the journey; Are you ready to become a manager?; Breaking down your working week; What jobs are there?; Team leader / manager; Development / delivery manager; Project manager; Being an Agile practitioner; Scrum master; Does being a manager mean managing people?; Maslow's hierarchy of needs | |
| 505 | 8 | |a You don't have to be a psychologistThe ""Accidental Manager; The Johari Window; Hacking the impostor syndrome; The Rumsfeld Matrix; Summary; Chapter 2: What Are the Key Skills I Need?; Skill 1 -- Flexibility and adaptability; Skill 2 -- Communication, communication, communication; Inbound communication; Internal communication; Outbound communication; Skill 3 -- Team leadership; Aspects of team leadership; Don't do everything yourself; Clarity of team responsibilities; Document your team services; Skill 4 -- Stakeholder management; Stakeholder mapping; The layers of a stakeholder relationship | |
| 505 | 8 | |a Stakeholder management case study -- the UK NHSSkill 5 -- Negotiation; Building rapport; Skill 6 -- Using a chosen methodology; Agile; Incremental development, over big-bang releases; Dynamic daily huddles, over regular static updates; User stories, over exhaustive requirements; The Waterfall model; PRINCE2; If I'm not ready, then how do I get ready?; Get a mentor; Shadowing; How do I get the job?; Internal or external; Positioning yourself; Will I like it?; The interview and the offer; Summary; Chapter 3: What Is My Job Now?; The seven fundamental roles of any software project | |
| 505 | 8 | |a 1. Project ManagerPlanning; Controlling; 1. Scope risk; 2. Scheduling risk; 3. Resource risk; 4. Technology risk; Reporting; 2. Project Sponsor; 3. Business Subject Matter Expert; 4. Business Analyst; 5. Technical Architect; 6. Developer; 7. Testers; Your first day; Meet your manager; Induction training; Meet your team; The first team meeting; Your first week; Meet your stakeholders; Set your own schedule; Make a plan; Summary; Chapter 4: A Week in the Life of a Manager; The 70/20/10 blended learning model; Experiential learning; Exposure learning; Educational learning | |
| 505 | 8 | |a The impact of your methodology choiceAgile, PRINCE2, and ITIL; The ITIL framework; The five stages of the ITIL life cycle; ITIL versus DevOps; Event, incident, and problem management; Event management; Incident management; Problem management; The weekly project template; Monday; 09:00 A.M. to 09:15 A.M. -- team huddle; 10:00 A.M. to 11:00 A.M. -- power meeting; 11:00 A.M. to 12:00 A.M. -- backlog/task list review; 12:00 P.M. onward -- stakeholder time; Tuesday; 09:00 A.M. to 09:15 A.M. -- team huddle; 10:00 A.M. onward -- planning time; Burn charts; Wednesday; 09:00 A.M. to 09:15 A.M. -- team huddle | |
| 505 | 8 | |a 12:00 P.M. onward -- team meeting/backlog review/sprint planning | |
| 520 | |a 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. | ||
| 588 | 0 | |a Print version record. | |
| 650 | 0 | |a Computer software |x Development |x Management. | |
| 650 | 0 | |a Computer programming |x Management. |0 http://id.loc.gov/authorities/subjects/sh85029523 | |
| 650 | 7 | |a Project management. |2 bicssc | |
| 650 | 7 | |a Computer programming / software development. |2 bicssc | |
| 650 | 7 | |a Computers |x Programming |x General. |2 bisacsh | |
| 650 | 7 | |a Computers |x Software Development & Engineering |x Project Management. |2 bisacsh | |
| 650 | 7 | |a Computers |x Software Development & Engineering |x General. |2 bisacsh | |
| 650 | 7 | |a Computer programming |x Management |2 fast | |
| 650 | 7 | |a Computer software |x Development |x Management |2 fast | |
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| 776 | 0 | 8 | |i Print version: |a Fung, Herman. |t Successful Software Manager : The Definitive Guide to Growing from Developer to Manager. |d Birmingham : Packt Publishing, Limited, ©2019 |z 9781789615531 |
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| contents | Cover; Copyright; About Packt; Contributors; Table of Contents; Preface; Chapter 1: Why Do You Want to Become a Manager?; Start with ""why?; The pros and cons of becoming a manager; Your attitude and tolerance for risk-taking; Where am I and how did I get here?; The cost of the journey; Are you ready to become a manager?; Breaking down your working week; What jobs are there?; Team leader / manager; Development / delivery manager; Project manager; Being an Agile practitioner; Scrum master; Does being a manager mean managing people?; Maslow's hierarchy of needs You don't have to be a psychologistThe ""Accidental Manager; The Johari Window; Hacking the impostor syndrome; The Rumsfeld Matrix; Summary; Chapter 2: What Are the Key Skills I Need?; Skill 1 -- Flexibility and adaptability; Skill 2 -- Communication, communication, communication; Inbound communication; Internal communication; Outbound communication; Skill 3 -- Team leadership; Aspects of team leadership; Don't do everything yourself; Clarity of team responsibilities; Document your team services; Skill 4 -- Stakeholder management; Stakeholder mapping; The layers of a stakeholder relationship Stakeholder management case study -- the UK NHSSkill 5 -- Negotiation; Building rapport; Skill 6 -- Using a chosen methodology; Agile; Incremental development, over big-bang releases; Dynamic daily huddles, over regular static updates; User stories, over exhaustive requirements; The Waterfall model; PRINCE2; If I'm not ready, then how do I get ready?; Get a mentor; Shadowing; How do I get the job?; Internal or external; Positioning yourself; Will I like it?; The interview and the offer; Summary; Chapter 3: What Is My Job Now?; The seven fundamental roles of any software project 1. Project ManagerPlanning; Controlling; 1. Scope risk; 2. Scheduling risk; 3. Resource risk; 4. Technology risk; Reporting; 2. Project Sponsor; 3. Business Subject Matter Expert; 4. Business Analyst; 5. Technical Architect; 6. Developer; 7. Testers; Your first day; Meet your manager; Induction training; Meet your team; The first team meeting; Your first week; Meet your stakeholders; Set your own schedule; Make a plan; Summary; Chapter 4: A Week in the Life of a Manager; The 70/20/10 blended learning model; Experiential learning; Exposure learning; Educational learning The impact of your methodology choiceAgile, PRINCE2, and ITIL; The ITIL framework; The five stages of the ITIL life cycle; ITIL versus DevOps; Event, incident, and problem management; Event management; Incident management; Problem management; The weekly project template; Monday; 09:00 A.M. to 09:15 A.M. -- team huddle; 10:00 A.M. to 11:00 A.M. -- power meeting; 11:00 A.M. to 12:00 A.M. -- backlog/task list review; 12:00 P.M. onward -- stakeholder time; Tuesday; 09:00 A.M. to 09:15 A.M. -- team huddle; 10:00 A.M. onward -- planning time; Burn charts; Wednesday; 09:00 A.M. to 09:15 A.M. -- team huddle 12:00 P.M. onward -- team meeting/backlog review/sprint planning |
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| discipline | Informatik |
| format | Electronic eBook |
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| publisher | Packt Publishing, Limited, |
| record_format | marc |
| spelling | Fung, Herman. The Successful Software Manager : the Definitive Guide to Growing from Developer to Manager. Birmingham : Packt Publishing, Limited, 2019. 1 online resource (433 pages) text txt rdacontent computer c rdamedia online resource cr rdacarrier Cover; Copyright; About Packt; Contributors; Table of Contents; Preface; Chapter 1: Why Do You Want to Become a Manager?; Start with ""why?; The pros and cons of becoming a manager; Your attitude and tolerance for risk-taking; Where am I and how did I get here?; The cost of the journey; Are you ready to become a manager?; Breaking down your working week; What jobs are there?; Team leader / manager; Development / delivery manager; Project manager; Being an Agile practitioner; Scrum master; Does being a manager mean managing people?; Maslow's hierarchy of needs You don't have to be a psychologistThe ""Accidental Manager; The Johari Window; Hacking the impostor syndrome; The Rumsfeld Matrix; Summary; Chapter 2: What Are the Key Skills I Need?; Skill 1 -- Flexibility and adaptability; Skill 2 -- Communication, communication, communication; Inbound communication; Internal communication; Outbound communication; Skill 3 -- Team leadership; Aspects of team leadership; Don't do everything yourself; Clarity of team responsibilities; Document your team services; Skill 4 -- Stakeholder management; Stakeholder mapping; The layers of a stakeholder relationship Stakeholder management case study -- the UK NHSSkill 5 -- Negotiation; Building rapport; Skill 6 -- Using a chosen methodology; Agile; Incremental development, over big-bang releases; Dynamic daily huddles, over regular static updates; User stories, over exhaustive requirements; The Waterfall model; PRINCE2; If I'm not ready, then how do I get ready?; Get a mentor; Shadowing; How do I get the job?; Internal or external; Positioning yourself; Will I like it?; The interview and the offer; Summary; Chapter 3: What Is My Job Now?; The seven fundamental roles of any software project 1. Project ManagerPlanning; Controlling; 1. Scope risk; 2. Scheduling risk; 3. Resource risk; 4. Technology risk; Reporting; 2. Project Sponsor; 3. Business Subject Matter Expert; 4. Business Analyst; 5. Technical Architect; 6. Developer; 7. Testers; Your first day; Meet your manager; Induction training; Meet your team; The first team meeting; Your first week; Meet your stakeholders; Set your own schedule; Make a plan; Summary; Chapter 4: A Week in the Life of a Manager; The 70/20/10 blended learning model; Experiential learning; Exposure learning; Educational learning The impact of your methodology choiceAgile, PRINCE2, and ITIL; The ITIL framework; The five stages of the ITIL life cycle; ITIL versus DevOps; Event, incident, and problem management; Event management; Incident management; Problem management; The weekly project template; Monday; 09:00 A.M. to 09:15 A.M. -- team huddle; 10:00 A.M. to 11:00 A.M. -- power meeting; 11:00 A.M. to 12:00 A.M. -- backlog/task list review; 12:00 P.M. onward -- stakeholder time; Tuesday; 09:00 A.M. to 09:15 A.M. -- team huddle; 10:00 A.M. onward -- planning time; Burn charts; Wednesday; 09:00 A.M. to 09:15 A.M. -- team huddle 12:00 P.M. onward -- team meeting/backlog review/sprint planning 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. Print version record. Computer software Development Management. Computer programming Management. http://id.loc.gov/authorities/subjects/sh85029523 Project management. bicssc Computer programming / software development. bicssc Computers Programming General. bisacsh Computers Software Development & Engineering Project Management. bisacsh Computers Software Development & Engineering General. bisacsh Computer programming Management fast Computer software Development Management fast has work: The the Successful Software Manager (Text) https://id.oclc.org/worldcat/entity/E39PCYtp6wry9tmHkYgCHV6r83 https://id.oclc.org/worldcat/ontology/hasWork Print version: Fung, Herman. Successful Software Manager : The Definitive Guide to Growing from Developer to Manager. Birmingham : Packt Publishing, Limited, ©2019 9781789615531 FWS01 ZDB-4-EBA FWS_PDA_EBA https://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&AN=2181409 Volltext |
| spellingShingle | Fung, Herman The Successful Software Manager : the Definitive Guide to Growing from Developer to Manager. Cover; Copyright; About Packt; Contributors; Table of Contents; Preface; Chapter 1: Why Do You Want to Become a Manager?; Start with ""why?; The pros and cons of becoming a manager; Your attitude and tolerance for risk-taking; Where am I and how did I get here?; The cost of the journey; Are you ready to become a manager?; Breaking down your working week; What jobs are there?; Team leader / manager; Development / delivery manager; Project manager; Being an Agile practitioner; Scrum master; Does being a manager mean managing people?; Maslow's hierarchy of needs You don't have to be a psychologistThe ""Accidental Manager; The Johari Window; Hacking the impostor syndrome; The Rumsfeld Matrix; Summary; Chapter 2: What Are the Key Skills I Need?; Skill 1 -- Flexibility and adaptability; Skill 2 -- Communication, communication, communication; Inbound communication; Internal communication; Outbound communication; Skill 3 -- Team leadership; Aspects of team leadership; Don't do everything yourself; Clarity of team responsibilities; Document your team services; Skill 4 -- Stakeholder management; Stakeholder mapping; The layers of a stakeholder relationship Stakeholder management case study -- the UK NHSSkill 5 -- Negotiation; Building rapport; Skill 6 -- Using a chosen methodology; Agile; Incremental development, over big-bang releases; Dynamic daily huddles, over regular static updates; User stories, over exhaustive requirements; The Waterfall model; PRINCE2; If I'm not ready, then how do I get ready?; Get a mentor; Shadowing; How do I get the job?; Internal or external; Positioning yourself; Will I like it?; The interview and the offer; Summary; Chapter 3: What Is My Job Now?; The seven fundamental roles of any software project 1. Project ManagerPlanning; Controlling; 1. Scope risk; 2. Scheduling risk; 3. Resource risk; 4. Technology risk; Reporting; 2. Project Sponsor; 3. Business Subject Matter Expert; 4. Business Analyst; 5. Technical Architect; 6. Developer; 7. Testers; Your first day; Meet your manager; Induction training; Meet your team; The first team meeting; Your first week; Meet your stakeholders; Set your own schedule; Make a plan; Summary; Chapter 4: A Week in the Life of a Manager; The 70/20/10 blended learning model; Experiential learning; Exposure learning; Educational learning The impact of your methodology choiceAgile, PRINCE2, and ITIL; The ITIL framework; The five stages of the ITIL life cycle; ITIL versus DevOps; Event, incident, and problem management; Event management; Incident management; Problem management; The weekly project template; Monday; 09:00 A.M. to 09:15 A.M. -- team huddle; 10:00 A.M. to 11:00 A.M. -- power meeting; 11:00 A.M. to 12:00 A.M. -- backlog/task list review; 12:00 P.M. onward -- stakeholder time; Tuesday; 09:00 A.M. to 09:15 A.M. -- team huddle; 10:00 A.M. onward -- planning time; Burn charts; Wednesday; 09:00 A.M. to 09:15 A.M. -- team huddle 12:00 P.M. onward -- team meeting/backlog review/sprint planning Computer software Development Management. Computer programming Management. http://id.loc.gov/authorities/subjects/sh85029523 Project management. bicssc Computer programming / software development. bicssc Computers Programming General. bisacsh Computers Software Development & Engineering Project Management. bisacsh Computers Software Development & Engineering General. bisacsh Computer programming Management fast Computer software Development Management fast |
| subject_GND | http://id.loc.gov/authorities/subjects/sh85029523 |
| title | The Successful Software Manager : the Definitive Guide to Growing from Developer to Manager. |
| title_auth | The Successful Software Manager : the Definitive Guide to Growing from Developer to Manager. |
| title_exact_search | The Successful Software Manager : the Definitive Guide to Growing from Developer to Manager. |
| title_full | The Successful Software Manager : the Definitive Guide to Growing from Developer to Manager. |
| title_fullStr | The Successful Software Manager : the Definitive Guide to Growing from Developer to Manager. |
| title_full_unstemmed | The Successful Software Manager : the Definitive Guide to Growing from Developer to Manager. |
| title_short | The Successful Software Manager : |
| title_sort | successful software manager the definitive guide to growing from developer to manager |
| title_sub | the Definitive Guide to Growing from Developer to Manager. |
| topic | Computer software Development Management. Computer programming Management. http://id.loc.gov/authorities/subjects/sh85029523 Project management. bicssc Computer programming / software development. bicssc Computers Programming General. bisacsh Computers Software Development & Engineering Project Management. bisacsh Computers Software Development & Engineering General. bisacsh Computer programming Management fast Computer software Development Management fast |
| topic_facet | Computer software Development Management. Computer programming Management. Project management. Computer programming / software development. Computers Programming General. Computers Software Development & Engineering Project Management. Computers Software Development & Engineering General. Computer programming Management Computer software Development Management |
| url | https://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&AN=2181409 |
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