This page is a collection of resources about management. I won’t cover everything about such a broad discipline; I would certainly fail to attempt to do so. Instead, I focus on relevant topics from my experience as a software engineering manager.

Consider this my management playbook: my current, best understanding of how to manage people, processes, and software development within tech companies.

Components

I’ve grouped management activities into the following components:

  • SWE Management: The management practices focused on the development and maintenance of software.
  • People Management: The goal of managing people is to achieve results through others. To do this, we must develop people, delegate tasks, communicate effectively, etc.
  • Team Management: To manage teams and deliver results, we need to hire, develop, and grow people; implement processes and measure performance; define strategies and give vision and purpose, etc.
  • Self-Management: Before managing others, we must learn to manage ourselves. This includes planning goals, priorities, schedules, routines, and personal development.

What Managers Do

In his foundational book “Management,” Peter Drucker, who is considered the father of modern management by many, delineates the five fundamental operations that every manager must execute. These operations offer a valuable framework for understanding management. I will briefly explain these and exemplify them through my component arrangement.

1. Set Objectives

Managers define clear objectives, determine the goals and actions required, and ensure communication to align efforts to achieve them.

  • SWE Management: Establishing project goals, milestones, and deliverables.
  • People Management: Setting career development goals and performance targets for individuals.
  • Team Management: Defining team objectives to align efforts and foster collaboration.
  • Self-Management: Personal goal setting to ensure continuous improvement.

2. Organize

Managers organize work by analyzing necessary activities, decisions, and relationships, then classifying and dividing the work into manageable tasks. This includes planning, delegating, and coordinating tasks.

  • SWE Management: Structuring the development process, assigning tasks, and managing workflows.
  • People Management: Planning workforce allocation and structuring teams.
  • Team Management: Organizing team roles, responsibilities, and resources to enhance team effectiveness.
  • Self-Management: Personal time and task management to stay on top of priorities.

3. Motivate and Communicate

Managers motivate and communicate by building cohesive teams and fostering solid relationships. They also ensure constant communication by integrating all parts of the organization.

  • SWE Management: Encouraging developer engagement and ensuring clear, consistent communication within the development team.
  • People Management: Motivating individuals through recognition, feedback, pay, promotion, and career growth opportunities.
  • Team Management: Building team spirit, promoting collaboration, and resolving conflicts.

4. Measure

Managers establish crucial performance targets and standards for the organization and its individuals. They ensure everyone has access to relevant metrics, analyze and interpret performance, and communicate findings effectively.

  • SWE Management: Tracking project progress, assessing performance metrics, and ensuring quality standards.
  • People Management: Evaluating employee performance and providing constructive feedback.
  • Team Management: Assessing team productivity, measuring success against goals, and identifying areas for improvement.

5. Develop People

Managers develop people, including themselves, which is increasingly vital in today’s knowledge-driven era.

  • SWE Management: Offering training and development opportunities to enhance technical skills.
  • People Management: Focusing on individual career growth through targeted development plans.
  • Self-Management: Pursuing self-improvement and continuous learning to stay relevant and effective.
  • Mar 22, 2023 - Production x Production Capability. The P/PC Balance is a concept first introduced by Stephen Covey, and a key principle for achieving effectiveness and long-term success.
  • Aug 22, 2022 - The 5 Trademarks of Agile Organizations. The Five Trademarks of Agile Organizations is a great article shared by McKinsey & Company, that I discovered when studying Cloud & DevOps: Continuous Transformation at the MIT Professional Program in 2022.

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