Programmers And Managers
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Programmers and Managers
Author: P. Kraft
language: en
Publisher: Springer Science & Business Media
Release Date: 2012-12-06
Norbert Wiener, perhaps better than anyone else, understood the intimate and delicate relationship between control and communication: that messages intended as commands do not necessarily differ from those intended simply as facts. Wiener noted the paradox when the modem computer was hardly more than a laboratory curiosity. Thirty years later, the same paradox is at the heart of a severe identity crisis which con fronts computer programmers. Are they primarily members of "management" acting as foremen, whose task it is to ensure that orders emanating from executive suites are faithfully trans lated into comprehensible messages? Or are they perhaps sim ply engineers preoccupied with the technical difficulties of relating "software" to "hardware" and vice versa? Are they aware, furthermore, of the degree to which their work whether as manager or engineer-routinizes the work of others and thereby helps shape the structure of social class relation ships? I doubt that many of us who lived through the first heady and frantic years of software development-at places like the RAND and System Development Corporations-ever took time to think about such questions. The science fiction-like setting of mysterious machines, blinking lights, and torrents of numbers served to awe outsiders who could only marvel at the complexity of it all. We were insiders who constituted a secret society into which only initiates were welcome. So today I marvel at the boundless audacity of a rank out sider in writing a book like Programmers and Managers.
Become an Effective Software Engineering Manager
Software startups make global headlines every day. As technology companies succeed and grow, so do their engineering departments. In your career, you'll may suddenly get the opportunity to lead teams: to become a manager. But this is often uncharted territory. How can you decide whether this career move is right for you? And if you do, what do you need to learn to succeed? Where do you start? How do you know that you're doing it right? What does "it" even mean? And isn't management a dirty word? This book will share the secrets you need to know to manage engineers successfully. Going from engineer to manager doesn't have to be intimidating. Engineers can be managers, and fantastic ones at that. Cast aside the rhetoric and focus on practical, hands-on techniques and tools. You'll become an effective and supportive team leader that your staff will look up to. Start with your transition to being a manager and see how that compares to being an engineer. Learn how to better organize information, feel productive, and delegate, but not micromanage. Discover how to manage your own boss, hire and fire, do performance and salary reviews, and build a great team. You'll also learn the psychology: how to ship while keeping staff happy, coach and mentor, deal with deadline pressure, handle sensitive information, and navigate workplace politics. Consider your whole department. How can you work with other teams to ensure best practice? How do you help form guilds and committees and communicate effectively? How can you create career tracks for individual contributors and managers? How can you support flexible and remote working? How can you improve diversity in the industry through your own actions? This book will show you how. Great managers can make the world a better place. Join us.
Architectural Programming and Predesign Manager
In this book, first published in 1999, Hershberger presents architectural programming and predesign management in a clear, detailed manner. With numerous examples and illustrations from both his and his colleagues’ experience, he shows the reader step by step how to use the techniques of architectural programming, set values, resolve issues, apply tested methods, and leverage skills when working with clients. This title will be of interest to students of architecture.