Re:A PM's guide to communicate effectively with software eng...
by rramadass on Tuesday February 22, 2022 @04:13AM
(#30425647)
You have hit the Nail right on the Head!
>deal with engineers like you'd deal with other people. Respect them, get to know them, and interact with them in a way that enables everyone to get their jobs done in the most efficient, pleasant way possible
That is all there is. I always say "People are NOT Resources". Each of them is unique and it is upto you to understand their wants and then craft a plan accordingly.
I am coming to the conclusion that a PM's job needs;
1) Read up/Train on a little bit of Behavioural Psychology/Applied Behaviour Analysis/Organizational Politics/Communication Skills so you have an idea of how to read, manage and interact with people.
2) People, Time and Resources(inanimate things) are to be managed separately. The latter two always take second place to the first.
3) Every known process is just a template and thus needs to be customized to the situation at hand. Nothing is written in stone.
4) For every person on your Team create a "Spider Graph" identifying and ranking any measurable traits that you are interested in managing.
5) Delegate and give them their Autonomy for execution but within well understood and agreed upon parameters/deliverables.
6) Don't be a "paper-pusher" but understand the problem domain well so that you can have intelligent conversations with your Engineers. This is the only way to earn their respect and have them listen to you.
7) Practice "brinkmanship" when it comes to defending your Team members.
>deal with engineers like you'd deal with other people. Respect them, get to know them, and interact with them in a way that enables everyone to get their jobs done in the most efficient, pleasant way possible
That is all there is. I always say "People are NOT Resources". Each of them is unique and it is upto you to understand their wants and then craft a plan accordingly.
I am coming to the conclusion that a PM's job needs;
1) Read up/Train on a little bit of Behavioural Psychology/Applied Behaviour Analysis/Organizational Politics/Communication Skills so you have an idea of how to read, manage and interact with people.
2) People, Time and Resources(inanimate things) are to be managed separately. The latter two always take second place to the first.
3) Every known process is just a template and thus needs to be customized to the situation at hand. Nothing is written in stone.
4) For every person on your Team create a "Spider Graph" identifying and ranking any measurable traits that you are interested in managing.
5) Delegate and give them their Autonomy for execution but within well understood and agreed upon parameters/deliverables.
6) Don't be a "paper-pusher" but understand the problem domain well so that you can have intelligent conversations with your Engineers. This is the only way to earn their respect and have them listen to you.
7) Practice "brinkmanship" when it comes to defending your Team members.