�ݺ�ߣshows by User: RonLichty

�ݺ�ߣshows by User: RonLichty / http://www.slideshare.net/images/logo.gif �ݺ�ߣshows by User: RonLichty / Sat, 19 Sep 2020 03:33:12 GMT �ݺ�ߣShare feed for �ݺ�ߣshows by User: RonLichty Crash Course - Managing Software People and Teams /RonLichty/crash-course-managing-software-people-and-teams-238546249 crashcourse-managingsoftwarepeopleandteams-200919033312
"We'd like you to manage the team now." That's about as much introduction - and training - as many of us get before our first day managing. Often preceded only by, "You're a great programmer,” and maybe, “it feels like you've got some people skills.” But while programming cred and facility with people are helpful qualifications, what do you really need to know to manage and lead well? What makes a manager great? What are the qualities that meld teams and deliver great software? What will make both your programmers and your execs rave? Those are among the questions that led Ron Lichty and his co-author Mickey W. Mantle to write "Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams" (Addison-Wesley). In this interactive session, Ron will examine the great managers each of us has experienced, and the qualities, skills, finesse and gifts of greatness that made them stand out. He'll talk about "the rest of the job": managing up, managing out, and other aspects of being a seasoned manager that reports mostly don't see. You'll take away a few best practices of leading and managing that take most managers years to discover. BIO: Ron Lichty Ron Lichty has been managing and, more recently, consulting in software development and product organizations for over 30 years at companies like Apple, Fujitsu, Schwab, Razorfish, Forensic Logic, Stanford, Check Point, and dozens of startups of all sizes. Before that, as a programmer, he coded compiler code generators, was awarded patents for compression and security algorithms he designed and coded for embedded microcontroller devices, wrote two widely used programming texts, and developed the computer animation demo that Apple used to launch and sell a next-generation line of PCs. Ron has mostly led development teams and organizations, but also product managers, project managers, testers, designers, ... pretty much everyone on product teams. The primary focus of his consulting practice, these last eight years, has mirrored what he did as a manager: untangling the knots in software development. His career grew from first level manager to VP Engineering, VP Product and CTO roles. As Ron Lichty Consulting, he takes on fractional Interim VP Engineering roles, trains teams in scrum, transitions teams to agile, trains managers in managing software people and teams, and coaches teams to make their software development “hum.” http://www.ronlichty.com Addison Wesley recently released the 2nd edition of his fifth book, Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams (http://www.ManagingTheUnmanageable.net), compared by many readers to programming classics The Mythical Man-Month and Peopleware. He also co-authors the periodic Study of Product Team Performance (http://www.ronlichty.com/study.html).]]>
"We'd like you to manage the team now." That's about as much introduction - and training - as many of us get before our first day managing. Often preceded only by, "You're a great programmer,” and maybe, “it feels like you've got some people skills.” But while programming cred and facility with people are helpful qualifications, what do you really need to know to manage and lead well? What makes a manager great? What are the qualities that meld teams and deliver great software? What will make both your programmers and your execs rave? Those are among the questions that led Ron Lichty and his co-author Mickey W. Mantle to write "Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams" (Addison-Wesley). In this interactive session, Ron will examine the great managers each of us has experienced, and the qualities, skills, finesse and gifts of greatness that made them stand out. He'll talk about "the rest of the job": managing up, managing out, and other aspects of being a seasoned manager that reports mostly don't see. You'll take away a few best practices of leading and managing that take most managers years to discover. BIO: Ron Lichty Ron Lichty has been managing and, more recently, consulting in software development and product organizations for over 30 years at companies like Apple, Fujitsu, Schwab, Razorfish, Forensic Logic, Stanford, Check Point, and dozens of startups of all sizes. Before that, as a programmer, he coded compiler code generators, was awarded patents for compression and security algorithms he designed and coded for embedded microcontroller devices, wrote two widely used programming texts, and developed the computer animation demo that Apple used to launch and sell a next-generation line of PCs. Ron has mostly led development teams and organizations, but also product managers, project managers, testers, designers, ... pretty much everyone on product teams. The primary focus of his consulting practice, these last eight years, has mirrored what he did as a manager: untangling the knots in software development. His career grew from first level manager to VP Engineering, VP Product and CTO roles. As Ron Lichty Consulting, he takes on fractional Interim VP Engineering roles, trains teams in scrum, transitions teams to agile, trains managers in managing software people and teams, and coaches teams to make their software development “hum.” http://www.ronlichty.com Addison Wesley recently released the 2nd edition of his fifth book, Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams (http://www.ManagingTheUnmanageable.net), compared by many readers to programming classics The Mythical Man-Month and Peopleware. He also co-authors the periodic Study of Product Team Performance (http://www.ronlichty.com/study.html).]]> Sat, 19 Sep 2020 03:33:12 GMT /RonLichty/crash-course-managing-software-people-and-teams-238546249 RonLichty@slideshare.net(RonLichty) Crash Course - Managing Software People and Teams RonLichty "We'd like you to manage the team now." That's about as much introduction - and training - as many of us get before our first day managing. Often preceded only by, "You're a great programmer,” and maybe, “it feels like you've got some people skills.” But while programming cred and facility with people are helpful qualifications, what do you really need to know to manage and lead well? What makes a manager great? What are the qualities that meld teams and deliver great software? What will make both your programmers and your execs rave? Those are among the questions that led Ron Lichty and his co-author Mickey W. Mantle to write "Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams" (Addison-Wesley). In this interactive session, Ron will examine the great managers each of us has experienced, and the qualities, skills, finesse and gifts of greatness that made them stand out. He'll talk about "the rest of the job": managing up, managing out, and other aspects of being a seasoned manager that reports mostly don't see. You'll take away a few best practices of leading and managing that take most managers years to discover. BIO: Ron Lichty Ron Lichty has been managing and, more recently, consulting in software development and product organizations for over 30 years at companies like Apple, Fujitsu, Schwab, Razorfish, Forensic Logic, Stanford, Check Point, and dozens of startups of all sizes. Before that, as a programmer, he coded compiler code generators, was awarded patents for compression and security algorithms he designed and coded for embedded microcontroller devices, wrote two widely used programming texts, and developed the computer animation demo that Apple used to launch and sell a next-generation line of PCs. Ron has mostly led development teams and organizations, but also product managers, project managers, testers, designers, ... pretty much everyone on product teams. The primary focus of his consulting practice, these last eight years, has mirrored what he did as a manager: untangling the knots in software development. His career grew from first level manager to VP Engineering, VP Product and CTO roles. As Ron Lichty Consulting, he takes on fractional Interim VP Engineering roles, trains teams in scrum, transitions teams to agile, trains managers in managing software people and teams, and coaches teams to make their software development “hum.” http://www.ronlichty.com Addison Wesley recently released the 2nd edition of his fifth book, Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams (http://www.ManagingTheUnmanageable.net), compared by many readers to programming classics The Mythical Man-Month and Peopleware. He also co-authors the periodic Study of Product Team Performance (http://www.ronlichty.com/study.html). <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/crashcourse-managingsoftwarepeopleandteams-200919033312-thumbnail.jpg?width=120&height=120&fit=bounds" /> "We'd like you to manage the team now." That's about as much introduction - and training - as many of us get before our first day managing. Often preceded only by, "You're a great programmer,” and maybe, “it feels like you've got some people skills.” But while programming cred and facility with people are helpful qualifications, what do you really need to know to manage and lead well? What makes a manager great? What are the qualities that meld teams and deliver great software? What will make both your programmers and your execs rave? Those are among the questions that led Ron Lichty and his co-author Mickey W. Mantle to write "Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams" (Addison-Wesley). In this interactive session, Ron will examine the great managers each of us has experienced, and the qualities, skills, finesse and gifts of greatness that made them stand out. He'll talk about "the rest of the job": managing up, managing out, and other aspects of being a seasoned manager that reports mostly don't see. You'll take away a few best practices of leading and managing that take most managers years to discover. BIO: Ron Lichty Ron Lichty has been managing and, more recently, consulting in software development and product organizations for over 30 years at companies like Apple, Fujitsu, Schwab, Razorfish, Forensic Logic, Stanford, Check Point, and dozens of startups of all sizes. Before that, as a programmer, he coded compiler code generators, was awarded patents for compression and security algorithms he designed and coded for embedded microcontroller devices, wrote two widely used programming texts, and developed the computer animation demo that Apple used to launch and sell a next-generation line of PCs. Ron has mostly led development teams and organizations, but also product managers, project managers, testers, designers, ... pretty much everyone on product teams. The primary focus of his consulting practice, these last eight years, has mirrored what he did as a manager: untangling the knots in software development. His career grew from first level manager to VP Engineering, VP Product and CTO roles. As Ron Lichty Consulting, he takes on fractional Interim VP Engineering roles, trains teams in scrum, transitions teams to agile, trains managers in managing software people and teams, and coaches teams to make their software development “hum.” http://www.ronlichty.com Addison Wesley recently released the 2nd edition of his fifth book, Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams (http://www.ManagingTheUnmanageable.net), compared by many readers to programming classics The Mythical Man-Month and Peopleware. He also co-authors the periodic Study of Product Team Performance (http://www.ronlichty.com/study.html).

Crash Course - Managing Software People and Teams from Ron Lichty

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0 Critical Agile Practices, Nuanced Techniques /slideshow/critical-agile-practices-nuanced-techniques/185199474 criticalagilepracticesnuancedtechniques-191022074329
Five techniques that can make our teamwork and our teams dramatically more effective. Nonetheless, they're nuances I almost never see teams doing (and that have made my own teams much more effective). I'm an engineering-team and engineering-organization fire-jumper. This is stuff that works for me. I've not only seen these techniques work with my teams, but... I'm also the co-author of the Study of Product Team Performance, in which correlations from the thousands of respondents on product teams all over the world have validated the universality of the nuances of two of these techniques. I've been teaching and coaching managers and teams in all five for 15 years. It's time they get wider visibility, and a wider swath of teams and managers get a shot at leveraging them. Presenter Ron Lichty has, for 30-plus years, championed delighting customers. He believes that strong product/engineering collaboration is essential to achieving that goal. Ron co-authored the Addison-Wesley book Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams (http://www.ManagingTheUnmanageable.net) and annually coauthors the Study of Product Team Performance (http://www.ronlichty.com/study.html). Ron spent seven years as a programmer, two years as a product manager, and 25 years managing product and development organizations at all levels - at companies ranging in size from tiny startups to Charles Schwab, Stanford and Apple - to VP of engineering, VP of product and CTO. He now consults across that realm, taking on interim VP Engineering roles, advising executive leaders how to untangle the knots in their product development organizations, training teams in agile, training managers in managing software people and teams, and coaching development teams and executives in making software development hum. (http://www.ronlichty.com) Ron has long been a popular speaker at product, development and agile meetups and conferences. Ron@RonLichty.com ]]>
Five techniques that can make our teamwork and our teams dramatically more effective. Nonetheless, they're nuances I almost never see teams doing (and that have made my own teams much more effective). I'm an engineering-team and engineering-organization fire-jumper. This is stuff that works for me. I've not only seen these techniques work with my teams, but... I'm also the co-author of the Study of Product Team Performance, in which correlations from the thousands of respondents on product teams all over the world have validated the universality of the nuances of two of these techniques. I've been teaching and coaching managers and teams in all five for 15 years. It's time they get wider visibility, and a wider swath of teams and managers get a shot at leveraging them. Presenter Ron Lichty has, for 30-plus years, championed delighting customers. He believes that strong product/engineering collaboration is essential to achieving that goal. Ron co-authored the Addison-Wesley book Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams (http://www.ManagingTheUnmanageable.net) and annually coauthors the Study of Product Team Performance (http://www.ronlichty.com/study.html). Ron spent seven years as a programmer, two years as a product manager, and 25 years managing product and development organizations at all levels - at companies ranging in size from tiny startups to Charles Schwab, Stanford and Apple - to VP of engineering, VP of product and CTO. He now consults across that realm, taking on interim VP Engineering roles, advising executive leaders how to untangle the knots in their product development organizations, training teams in agile, training managers in managing software people and teams, and coaching development teams and executives in making software development hum. (http://www.ronlichty.com) Ron has long been a popular speaker at product, development and agile meetups and conferences. Ron@RonLichty.com ]]> Tue, 22 Oct 2019 07:43:29 GMT /slideshow/critical-agile-practices-nuanced-techniques/185199474 RonLichty@slideshare.net(RonLichty) Critical Agile Practices, Nuanced Techniques RonLichty Five techniques that can make our teamwork and our teams dramatically more effective. Nonetheless, they're nuances I almost never see teams doing (and that have made my own teams much more effective). I'm an engineering-team and engineering-organization fire-jumper. This is stuff that works for me. I've not only seen these techniques work with my teams, but... I'm also the co-author of the Study of Product Team Performance, in which correlations from the thousands of respondents on product teams all over the world have validated the universality of the nuances of two of these techniques. I've been teaching and coaching managers and teams in all five for 15 years. It's time they get wider visibility, and a wider swath of teams and managers get a shot at leveraging them. Presenter Ron Lichty has, for 30-plus years, championed delighting customers. He believes that strong product/engineering collaboration is essential to achieving that goal. Ron co-authored the Addison-Wesley book Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams (http://www.ManagingTheUnmanageable.net) and annually coauthors the Study of Product Team Performance (http://www.ronlichty.com/study.html). Ron spent seven years as a programmer, two years as a product manager, and 25 years managing product and development organizations at all levels - at companies ranging in size from tiny startups to Charles Schwab, Stanford and Apple - to VP of engineering, VP of product and CTO. He now consults across that realm, taking on interim VP Engineering roles, advising executive leaders how to untangle the knots in their product development organizations, training teams in agile, training managers in managing software people and teams, and coaching development teams and executives in making software development hum. (http://www.ronlichty.com) Ron has long been a popular speaker at product, development and agile meetups and conferences. Ron@RonLichty.com <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/criticalagilepracticesnuancedtechniques-191022074329-thumbnail.jpg?width=120&height=120&fit=bounds" /> Five techniques that can make our teamwork and our teams dramatically more effective. Nonetheless, they're nuances I almost never see teams doing (and that have made my own teams much more effective). I'm an engineering-team and engineering-organization fire-jumper. This is stuff that works for me. I've not only seen these techniques work with my teams, but... I'm also the co-author of the Study of Product Team Performance, in which correlations from the thousands of respondents on product teams all over the world have validated the universality of the nuances of two of these techniques. I've been teaching and coaching managers and teams in all five for 15 years. It's time they get wider visibility, and a wider swath of teams and managers get a shot at leveraging them. Presenter Ron Lichty has, for 30-plus years, championed delighting customers. He believes that strong product/engineering collaboration is essential to achieving that goal. Ron co-authored the Addison-Wesley book Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams (http://www.ManagingTheUnmanageable.net) and annually coauthors the Study of Product Team Performance (http://www.ronlichty.com/study.html). Ron spent seven years as a programmer, two years as a product manager, and 25 years managing product and development organizations at all levels - at companies ranging in size from tiny startups to Charles Schwab, Stanford and Apple - to VP of engineering, VP of product and CTO. He now consults across that realm, taking on interim VP Engineering roles, advising executive leaders how to untangle the knots in their product development organizations, training teams in agile, training managers in managing software people and teams, and coaching development teams and executives in making software development hum. (http://www.ronlichty.com) Ron has long been a popular speaker at product, development and agile meetups and conferences. Ron@RonLichty.com

Critical Agile Practices, Nuanced Techniques from Ron Lichty

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0 What's It Take to Be a (Good!) Manager /slideshow/whats-it-take-to-be-a-good-manager/185181905 whatsittaketobeagoodmanager-191022065623
Managing programmers is hard! Becoming a successful manager requires a drastic change of focus. The transition from programmer to manager is made particularly challenging by the dramatic difference between what made us successful as programmers and what it takes to successfully manage others. In addition, programmers are an interesting management challenge. We tend to be free spirits, playful, curious, and (very) independent. What’s management really about? What differentiates success as a manager? What's it mean to manage in the era of agile? How do you prioritize? What constitutes great management? Presenter is Ron Lichty, who co-authored the Addison-Wesley tutorial and reference, Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams - http://www.ManagingTheUnmanageable.net. Compared by reviewers to software development classics, The Mythical Man-Month and Peopleware, the content is now also available as video training, LiveLessons: Managing Software People and Teams, http://www.ManagingTheUnmanageable.net/video.html. Ron aspires to make software development better worldwide by advancing the practice of software development management. Ron has been alternating between consulting with and managing software development and product organizations for 25 years, almost all of those spent untangling the knots in software development and transforming chaos to clarity, the last 20 of those in the era of Agile. Originally a programmer, he earned several patents and wrote two popular programming books before being hired into his first management role by Apple Computer, which nurtured his managerial growth in both development and product management roles. Principal and owner of Ron Lichty Consulting, Inc. (www.RonLichty.com), Ron advises business, product and engineering leaders to solve development team challenges, taking on an occasional interim vice president of engineering role, and training teams and executives in making agile more effective. He transitions teams from waterfall and iterative methodologies to agile, coaches teams already using agile to make their software development "hum", and trains managers in managing software people and teams. In his continued search for effective best practices, Ron co-authors the Study of Product Team Performance (http://www.ronlichty.com/study.html). ]]>
Managing programmers is hard! Becoming a successful manager requires a drastic change of focus. The transition from programmer to manager is made particularly challenging by the dramatic difference between what made us successful as programmers and what it takes to successfully manage others. In addition, programmers are an interesting management challenge. We tend to be free spirits, playful, curious, and (very) independent. What’s management really about? What differentiates success as a manager? What's it mean to manage in the era of agile? How do you prioritize? What constitutes great management? Presenter is Ron Lichty, who co-authored the Addison-Wesley tutorial and reference, Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams - http://www.ManagingTheUnmanageable.net. Compared by reviewers to software development classics, The Mythical Man-Month and Peopleware, the content is now also available as video training, LiveLessons: Managing Software People and Teams, http://www.ManagingTheUnmanageable.net/video.html. Ron aspires to make software development better worldwide by advancing the practice of software development management. Ron has been alternating between consulting with and managing software development and product organizations for 25 years, almost all of those spent untangling the knots in software development and transforming chaos to clarity, the last 20 of those in the era of Agile. Originally a programmer, he earned several patents and wrote two popular programming books before being hired into his first management role by Apple Computer, which nurtured his managerial growth in both development and product management roles. Principal and owner of Ron Lichty Consulting, Inc. (www.RonLichty.com), Ron advises business, product and engineering leaders to solve development team challenges, taking on an occasional interim vice president of engineering role, and training teams and executives in making agile more effective. He transitions teams from waterfall and iterative methodologies to agile, coaches teams already using agile to make their software development "hum", and trains managers in managing software people and teams. In his continued search for effective best practices, Ron co-authors the Study of Product Team Performance (http://www.ronlichty.com/study.html). ]]> Tue, 22 Oct 2019 06:56:23 GMT /slideshow/whats-it-take-to-be-a-good-manager/185181905 RonLichty@slideshare.net(RonLichty) What's It Take to Be a (Good!) Manager RonLichty Managing programmers is hard! Becoming a successful manager requires a drastic change of focus. The transition from programmer to manager is made particularly challenging by the dramatic difference between what made us successful as programmers and what it takes to successfully manage others. In addition, programmers are an interesting management challenge. We tend to be free spirits, playful, curious, and (very) independent. What’s management really about? What differentiates success as a manager? What's it mean to manage in the era of agile? How do you prioritize? What constitutes great management? Presenter is Ron Lichty, who co-authored the Addison-Wesley tutorial and reference, Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams - http://www.ManagingTheUnmanageable.net. Compared by reviewers to software development classics, The Mythical Man-Month and Peopleware, the content is now also available as video training, LiveLessons: Managing Software People and Teams, http://www.ManagingTheUnmanageable.net/video.html. Ron aspires to make software development better worldwide by advancing the practice of software development management. Ron has been alternating between consulting with and managing software development and product organizations for 25 years, almost all of those spent untangling the knots in software development and transforming chaos to clarity, the last 20 of those in the era of Agile. Originally a programmer, he earned several patents and wrote two popular programming books before being hired into his first management role by Apple Computer, which nurtured his managerial growth in both development and product management roles. Principal and owner of Ron Lichty Consulting, Inc. (www.RonLichty.com), Ron advises business, product and engineering leaders to solve development team challenges, taking on an occasional interim vice president of engineering role, and training teams and executives in making agile more effective. He transitions teams from waterfall and iterative methodologies to agile, coaches teams already using agile to make their software development "hum", and trains managers in managing software people and teams. In his continued search for effective best practices, Ron co-authors the Study of Product Team Performance (http://www.ronlichty.com/study.html). <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/whatsittaketobeagoodmanager-191022065623-thumbnail.jpg?width=120&height=120&fit=bounds" /> Managing programmers is hard! Becoming a successful manager requires a drastic change of focus. The transition from programmer to manager is made particularly challenging by the dramatic difference between what made us successful as programmers and what it takes to successfully manage others. In addition, programmers are an interesting management challenge. We tend to be free spirits, playful, curious, and (very) independent. What’s management really about? What differentiates success as a manager? What's it mean to manage in the era of agile? How do you prioritize? What constitutes great management? Presenter is Ron Lichty, who co-authored the Addison-Wesley tutorial and reference, Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams - http://www.ManagingTheUnmanageable.net. Compared by reviewers to software development classics, The Mythical Man-Month and Peopleware, the content is now also available as video training, LiveLessons: Managing Software People and Teams, http://www.ManagingTheUnmanageable.net/video.html. Ron aspires to make software development better worldwide by advancing the practice of software development management. Ron has been alternating between consulting with and managing software development and product organizations for 25 years, almost all of those spent untangling the knots in software development and transforming chaos to clarity, the last 20 of those in the era of Agile. Originally a programmer, he earned several patents and wrote two popular programming books before being hired into his first management role by Apple Computer, which nurtured his managerial growth in both development and product management roles. Principal and owner of Ron Lichty Consulting, Inc. (www.RonLichty.com), Ron advises business, product and engineering leaders to solve development team challenges, taking on an occasional interim vice president of engineering role, and training teams and executives in making agile more effective. He transitions teams from waterfall and iterative methodologies to agile, coaches teams already using agile to make their software development "hum", and trains managers in managing software people and teams. In his continued search for effective best practices, Ron co-authors the Study of Product Team Performance (http://www.ronlichty.com/study.html).

What's It Take to Be a (Good!) Manager from Ron Lichty

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0 Crash course- managing software people and teams /slideshow/crash-course-managing-software-people-and-teams-172061874/172061874 crashcourse-managingsoftwarepeopleandteams-190915073157
"We'd like you to manage the team now." That's about as much introduction - and training - as many of us get before our first day managing. Often preceded only by, "You're a great programmer,” and maybe, “it feels like you've got some people skills.” But while programming cred and facility with people are helpful qualifications, what do you really need to know to manage well? What makes a manager great? What are the qualities that meld teams and deliver great software? What will make both your programmers and your execs rave? Those are among the questions that led Ron Lichty and his co-author Mickey W. Mantle to write "Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams" (Addison-Wesley). In this interactive session, Ron will examine the great managers each of us has experienced, and the qualities, skills, finesse and gifts of greatness that made them stand out. He'll talk about "the rest of the job": managing up, managing out, and other aspects of being a seasoned manager that reports mostly don't see. You'll take away a few best practices that take most managers years to discover. Bio: Ron Lichty has been managing and, more recently, consulting in software development and product organizations for over 25 years at companies like Apple, Fujitsu, Schwab, Razorfish, Forensic Logic, Stanford, Check Point, and dozens of startups of all sizes. Before that, as a programmer, he coded compiler code generators, was awarded patents for compression and security algorithms for embedded microcontroller devices, wrote two widely used programming texts, and developed the computer animation demo that Apple used to launch and sell a next-generation line of PCs. He has mostly managed development teams and organizations, but also product managers, project managers, testers, designers, … pretty much everyone on product teams. The primary focus of his consulting practice, these last four years, has mirrored what he did as a manager: untangling the knots in software development. His career has spanned web applications, system software, entertainment, shrinkwrap products, ecommerce, interface development, embedded devices, professional services and IT - and grew from first level managing to VP Engineering, VP Product and CTO roles. As Ron Lichty Consulting, he takes on fractional Interim VP Engineering and Acting CTO roles, trains teams in scrum, transitions teams to agile, trains managers in managing software people and teams, and coaches teams to make their software development “hum.” http://www.ronlichty.com His 450-page book, Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams (http://www.ManagingTheUnmanageable.net), published by Addison Wesley, has been compared by many readers to programming classics The Mythical Man-Month and Peopleware. He also co-authors the biannual Study of Product Team Performance (http://www.ronlichty.com/study.html).]]>
"We'd like you to manage the team now." That's about as much introduction - and training - as many of us get before our first day managing. Often preceded only by, "You're a great programmer,” and maybe, “it feels like you've got some people skills.” But while programming cred and facility with people are helpful qualifications, what do you really need to know to manage well? What makes a manager great? What are the qualities that meld teams and deliver great software? What will make both your programmers and your execs rave? Those are among the questions that led Ron Lichty and his co-author Mickey W. Mantle to write "Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams" (Addison-Wesley). In this interactive session, Ron will examine the great managers each of us has experienced, and the qualities, skills, finesse and gifts of greatness that made them stand out. He'll talk about "the rest of the job": managing up, managing out, and other aspects of being a seasoned manager that reports mostly don't see. You'll take away a few best practices that take most managers years to discover. Bio: Ron Lichty has been managing and, more recently, consulting in software development and product organizations for over 25 years at companies like Apple, Fujitsu, Schwab, Razorfish, Forensic Logic, Stanford, Check Point, and dozens of startups of all sizes. Before that, as a programmer, he coded compiler code generators, was awarded patents for compression and security algorithms for embedded microcontroller devices, wrote two widely used programming texts, and developed the computer animation demo that Apple used to launch and sell a next-generation line of PCs. He has mostly managed development teams and organizations, but also product managers, project managers, testers, designers, … pretty much everyone on product teams. The primary focus of his consulting practice, these last four years, has mirrored what he did as a manager: untangling the knots in software development. His career has spanned web applications, system software, entertainment, shrinkwrap products, ecommerce, interface development, embedded devices, professional services and IT - and grew from first level managing to VP Engineering, VP Product and CTO roles. As Ron Lichty Consulting, he takes on fractional Interim VP Engineering and Acting CTO roles, trains teams in scrum, transitions teams to agile, trains managers in managing software people and teams, and coaches teams to make their software development “hum.” http://www.ronlichty.com His 450-page book, Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams (http://www.ManagingTheUnmanageable.net), published by Addison Wesley, has been compared by many readers to programming classics The Mythical Man-Month and Peopleware. He also co-authors the biannual Study of Product Team Performance (http://www.ronlichty.com/study.html).]]> Sun, 15 Sep 2019 07:31:57 GMT /slideshow/crash-course-managing-software-people-and-teams-172061874/172061874 RonLichty@slideshare.net(RonLichty) Crash course- managing software people and teams RonLichty "We'd like you to manage the team now." That's about as much introduction - and training - as many of us get before our first day managing. Often preceded only by, "You're a great programmer,” and maybe, “it feels like you've got some people skills.” But while programming cred and facility with people are helpful qualifications, what do you really need to know to manage well? What makes a manager great? What are the qualities that meld teams and deliver great software? What will make both your programmers and your execs rave? Those are among the questions that led Ron Lichty and his co-author Mickey W. Mantle to write "Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams" (Addison-Wesley). In this interactive session, Ron will examine the great managers each of us has experienced, and the qualities, skills, finesse and gifts of greatness that made them stand out. He'll talk about "the rest of the job": managing up, managing out, and other aspects of being a seasoned manager that reports mostly don't see. You'll take away a few best practices that take most managers years to discover. Bio: Ron Lichty has been managing and, more recently, consulting in software development and product organizations for over 25 years at companies like Apple, Fujitsu, Schwab, Razorfish, Forensic Logic, Stanford, Check Point, and dozens of startups of all sizes. Before that, as a programmer, he coded compiler code generators, was awarded patents for compression and security algorithms for embedded microcontroller devices, wrote two widely used programming texts, and developed the computer animation demo that Apple used to launch and sell a next-generation line of PCs. He has mostly managed development teams and organizations, but also product managers, project managers, testers, designers, … pretty much everyone on product teams. The primary focus of his consulting practice, these last four years, has mirrored what he did as a manager: untangling the knots in software development. His career has spanned web applications, system software, entertainment, shrinkwrap products, ecommerce, interface development, embedded devices, professional services and IT - and grew from first level managing to VP Engineering, VP Product and CTO roles. As Ron Lichty Consulting, he takes on fractional Interim VP Engineering and Acting CTO roles, trains teams in scrum, transitions teams to agile, trains managers in managing software people and teams, and coaches teams to make their software development “hum.” http://www.ronlichty.com His 450-page book, Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams (http://www.ManagingTheUnmanageable.net), published by Addison Wesley, has been compared by many readers to programming classics The Mythical Man-Month and Peopleware. He also co-authors the biannual Study of Product Team Performance (http://www.ronlichty.com/study.html). <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/crashcourse-managingsoftwarepeopleandteams-190915073157-thumbnail.jpg?width=120&height=120&fit=bounds" /> "We'd like you to manage the team now." That's about as much introduction - and training - as many of us get before our first day managing. Often preceded only by, "You're a great programmer,” and maybe, “it feels like you've got some people skills.” But while programming cred and facility with people are helpful qualifications, what do you really need to know to manage well? What makes a manager great? What are the qualities that meld teams and deliver great software? What will make both your programmers and your execs rave? Those are among the questions that led Ron Lichty and his co-author Mickey W. Mantle to write "Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams" (Addison-Wesley). In this interactive session, Ron will examine the great managers each of us has experienced, and the qualities, skills, finesse and gifts of greatness that made them stand out. He'll talk about "the rest of the job": managing up, managing out, and other aspects of being a seasoned manager that reports mostly don't see. You'll take away a few best practices that take most managers years to discover. Bio: Ron Lichty has been managing and, more recently, consulting in software development and product organizations for over 25 years at companies like Apple, Fujitsu, Schwab, Razorfish, Forensic Logic, Stanford, Check Point, and dozens of startups of all sizes. Before that, as a programmer, he coded compiler code generators, was awarded patents for compression and security algorithms for embedded microcontroller devices, wrote two widely used programming texts, and developed the computer animation demo that Apple used to launch and sell a next-generation line of PCs. He has mostly managed development teams and organizations, but also product managers, project managers, testers, designers, … pretty much everyone on product teams. The primary focus of his consulting practice, these last four years, has mirrored what he did as a manager: untangling the knots in software development. His career has spanned web applications, system software, entertainment, shrinkwrap products, ecommerce, interface development, embedded devices, professional services and IT - and grew from first level managing to VP Engineering, VP Product and CTO roles. As Ron Lichty Consulting, he takes on fractional Interim VP Engineering and Acting CTO roles, trains teams in scrum, transitions teams to agile, trains managers in managing software people and teams, and coaches teams to make their software development “hum.” http://www.ronlichty.com His 450-page book, Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams (http://www.ManagingTheUnmanageable.net), published by Addison Wesley, has been compared by many readers to programming classics The Mythical Man-Month and Peopleware. He also co-authors the biannual Study of Product Team Performance (http://www.ronlichty.com/study.html).

Crash course- managing software people and teams from Ron Lichty

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0 What the Heck Is a Product Owner? /slideshow/what-the-heck-is-a-product-owner/148036306 whattheheckisaproductowner-190529000603
What the heck is a product owner? What's this Product Owner role, what do teams expect of Product Owners, what do Execs expect, what defines success, and where do Product Owners fit within product management? Presenter: Ron Lichty Ron Lichty has been managing software development and product organizations for 30 years at companies of all sizes, the most recent 15 years as a VP Engineering and VP Product. He is the author of Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams, http://www.ManagingTheUnmanageable.net. He advises and coaches business, product and engineering leaders how to make their software development "hum". http://www.ronlichty.com ]]>
What the heck is a product owner? What's this Product Owner role, what do teams expect of Product Owners, what do Execs expect, what defines success, and where do Product Owners fit within product management? Presenter: Ron Lichty Ron Lichty has been managing software development and product organizations for 30 years at companies of all sizes, the most recent 15 years as a VP Engineering and VP Product. He is the author of Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams, http://www.ManagingTheUnmanageable.net. He advises and coaches business, product and engineering leaders how to make their software development "hum". http://www.ronlichty.com ]]> Wed, 29 May 2019 00:06:03 GMT /slideshow/what-the-heck-is-a-product-owner/148036306 RonLichty@slideshare.net(RonLichty) What the Heck Is a Product Owner? RonLichty What the heck is a product owner? What's this Product Owner role, what do teams expect of Product Owners, what do Execs expect, what defines success, and where do Product Owners fit within product management? Presenter: Ron Lichty Ron Lichty has been managing software development and product organizations for 30 years at companies of all sizes, the most recent 15 years as a VP Engineering and VP Product. He is the author of Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams, http://www.ManagingTheUnmanageable.net. He advises and coaches business, product and engineering leaders how to make their software development "hum". http://www.ronlichty.com <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/whattheheckisaproductowner-190529000603-thumbnail.jpg?width=120&height=120&fit=bounds" /> What the heck is a product owner? What's this Product Owner role, what do teams expect of Product Owners, what do Execs expect, what defines success, and where do Product Owners fit within product management? Presenter: Ron Lichty Ron Lichty has been managing software development and product organizations for 30 years at companies of all sizes, the most recent 15 years as a VP Engineering and VP Product. He is the author of Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams, http://www.ManagingTheUnmanageable.net. He advises and coaches business, product and engineering leaders how to make their software development "hum". http://www.ronlichty.com

What the Heck Is a Product Owner? from Ron Lichty

]]> 4295 6 https://cdn.slidesharecdn.com/ss_thumbnails/whattheheckisaproductowner-190529000603-thumbnail.jpg?width=120&height=120&fit=bounds presentation Black http://activitystrea.ms/schema/1.0/post

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0 Scaling Agile Teams /slideshow/scaling-agile-teams/128596794 scalingagileteams-190120224138
Ask any scrum coach about ideal team size and you’ll likely get the same answer: 7 plus or minus 2: that is, 5 to 9 team members doing the actual planning and work of the sprint. But is that true? And if it is, what do we do when we think we need to add a 10th team member to an already-maxed-out, 9-member team? Splitting into two (or three!) teams seems fractious - siloing - so why would we cap teams at nine and split them at 10? And what do we do when part of our team is local and part remote? Or when our entire team is scattered? How do we organize for best results? Ron Lichty’s mantra is that software development is a team sport, which means that what gates productivity is communication. In this webinar, he’ll speak to organizing teams for effectiveness, productivity and joy. Ron Lichty consults with software and product teams and organizations to make software development “hum”. Ron’s book, Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams (http://www.ManagingTheUnmanageable.net), published by Addison Wesley, has been compared by many readers to programming classics The Mythical Man-Month and Peopleware. His Live Lessons: Managing Software People and Teams video training for managers is available via O’Reilly’s Safari Bookshelf. Ron also co-authors the periodic Study of Product Team Performance (http://www.ronlichty.com/study.html). Principal and owner of Ron Lichty Consulting, Inc. (www.RonLichty.com), he has trained teams in Scrum, transitioned teams from waterfall to agile, coached teams already using agile to make their software development "hum", and trained managers in managing software people and teams. He takes on interim VP Engineering roles and to other clients provides VPE-level guidance and advice to untangle the knots in software development and transform chaos to clarity. He has led teams and organizations at companies like Apple Computer, Fujitsu, Charles Schwab, Avenue A / Razorfish, Forensic Logic, Stanford, Check Point, and dozens of startups of all sizes. He co-chairs the Silicon Valley Engineering Leadership Community. ]]>
Ask any scrum coach about ideal team size and you’ll likely get the same answer: 7 plus or minus 2: that is, 5 to 9 team members doing the actual planning and work of the sprint. But is that true? And if it is, what do we do when we think we need to add a 10th team member to an already-maxed-out, 9-member team? Splitting into two (or three!) teams seems fractious - siloing - so why would we cap teams at nine and split them at 10? And what do we do when part of our team is local and part remote? Or when our entire team is scattered? How do we organize for best results? Ron Lichty’s mantra is that software development is a team sport, which means that what gates productivity is communication. In this webinar, he’ll speak to organizing teams for effectiveness, productivity and joy. Ron Lichty consults with software and product teams and organizations to make software development “hum”. Ron’s book, Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams (http://www.ManagingTheUnmanageable.net), published by Addison Wesley, has been compared by many readers to programming classics The Mythical Man-Month and Peopleware. His Live Lessons: Managing Software People and Teams video training for managers is available via O’Reilly’s Safari Bookshelf. Ron also co-authors the periodic Study of Product Team Performance (http://www.ronlichty.com/study.html). Principal and owner of Ron Lichty Consulting, Inc. (www.RonLichty.com), he has trained teams in Scrum, transitioned teams from waterfall to agile, coached teams already using agile to make their software development "hum", and trained managers in managing software people and teams. He takes on interim VP Engineering roles and to other clients provides VPE-level guidance and advice to untangle the knots in software development and transform chaos to clarity. He has led teams and organizations at companies like Apple Computer, Fujitsu, Charles Schwab, Avenue A / Razorfish, Forensic Logic, Stanford, Check Point, and dozens of startups of all sizes. He co-chairs the Silicon Valley Engineering Leadership Community. ]]> Sun, 20 Jan 2019 22:41:38 GMT /slideshow/scaling-agile-teams/128596794 RonLichty@slideshare.net(RonLichty) Scaling Agile Teams RonLichty Ask any scrum coach about ideal team size and you’ll likely get the same answer: 7 plus or minus 2: that is, 5 to 9 team members doing the actual planning and work of the sprint. But is that true? And if it is, what do we do when we think we need to add a 10th team member to an already-maxed-out, 9-member team? Splitting into two (or three!) teams seems fractious - siloing - so why would we cap teams at nine and split them at 10? And what do we do when part of our team is local and part remote? Or when our entire team is scattered? How do we organize for best results? Ron Lichty’s mantra is that software development is a team sport, which means that what gates productivity is communication. In this webinar, he’ll speak to organizing teams for effectiveness, productivity and joy. Ron Lichty consults with software and product teams and organizations to make software development “hum”. Ron’s book, Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams (http://www.ManagingTheUnmanageable.net), published by Addison Wesley, has been compared by many readers to programming classics The Mythical Man-Month and Peopleware. His Live Lessons: Managing Software People and Teams video training for managers is available via O’Reilly’s Safari Bookshelf. Ron also co-authors the periodic Study of Product Team Performance (http://www.ronlichty.com/study.html). Principal and owner of Ron Lichty Consulting, Inc. (www.RonLichty.com), he has trained teams in Scrum, transitioned teams from waterfall to agile, coached teams already using agile to make their software development "hum", and trained managers in managing software people and teams. He takes on interim VP Engineering roles and to other clients provides VPE-level guidance and advice to untangle the knots in software development and transform chaos to clarity. He has led teams and organizations at companies like Apple Computer, Fujitsu, Charles Schwab, Avenue A / Razorfish, Forensic Logic, Stanford, Check Point, and dozens of startups of all sizes. He co-chairs the Silicon Valley Engineering Leadership Community. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/scalingagileteams-190120224138-thumbnail.jpg?width=120&height=120&fit=bounds" /> Ask any scrum coach about ideal team size and you’ll likely get the same answer: 7 plus or minus 2: that is, 5 to 9 team members doing the actual planning and work of the sprint. But is that true? And if it is, what do we do when we think we need to add a 10th team member to an already-maxed-out, 9-member team? Splitting into two (or three!) teams seems fractious - siloing - so why would we cap teams at nine and split them at 10? And what do we do when part of our team is local and part remote? Or when our entire team is scattered? How do we organize for best results? Ron Lichty’s mantra is that software development is a team sport, which means that what gates productivity is communication. In this webinar, he’ll speak to organizing teams for effectiveness, productivity and joy. Ron Lichty consults with software and product teams and organizations to make software development “hum”. Ron’s book, Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams (http://www.ManagingTheUnmanageable.net), published by Addison Wesley, has been compared by many readers to programming classics The Mythical Man-Month and Peopleware. His Live Lessons: Managing Software People and Teams video training for managers is available via O’Reilly’s Safari Bookshelf. Ron also co-authors the periodic Study of Product Team Performance (http://www.ronlichty.com/study.html). Principal and owner of Ron Lichty Consulting, Inc. (www.RonLichty.com), he has trained teams in Scrum, transitioned teams from waterfall to agile, coached teams already using agile to make their software development "hum", and trained managers in managing software people and teams. He takes on interim VP Engineering roles and to other clients provides VPE-level guidance and advice to untangle the knots in software development and transform chaos to clarity. He has led teams and organizations at companies like Apple Computer, Fujitsu, Charles Schwab, Avenue A / Razorfish, Forensic Logic, Stanford, Check Point, and dozens of startups of all sizes. He co-chairs the Silicon Valley Engineering Leadership Community.

Scaling Agile Teams from Ron Lichty

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0 Definitions of Done and High Performance Teams /slideshow/definitions-of-done-and-high-performance-teams-123254251/123254251 lightning-defnsofdonehiperfteams11-181117063337
What’s the most powerful practice in Agile? My candidate: a team-crafted, team-owned definition of done. Our research findings: product teams are most effective when they have a definition of done defined by the team itself collaboratively. Might the practice of crafting a definition of done – before writing a single line of code – be the most powerful practice in Agile? Or does having a definition of done matter? What is the correlation between Definitions of Done and high performance teams? Thousands of people on product teams all over the world respond to our survey for the Study of Product Team Performance. We asked them. Here's what the data shows. Presented November 2018 to the Silicon Valley Engineering Leadership Community, and January 2017 to the Silicon Valley Agile Trends & Leadership. Speaker: Ron Lichty In addition to training teams in agile, Ron Lichty has spent years coaching managers about how their roles change with agile. While his recent Addison Wesley book, Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams (http://www.ManagingTheUnmanageable.net) didn’t zero in on agile, both the book and the classes that he and his coauthor give current and prospective managers espouse a deeply agile mindset for managers. He also coauthors the annual Study of Product Team Performance (http://www.ronlichty.com/study.html). The primary focus of his consulting practice, these last five years, has mirrored what he did as a manager: untangling the knots in software development. His career has spanned web applications, system software, entertainment, shrinkwrap products, ecommerce, interface development, embedded devices, professional services and IT - and grew from first level managing to VP Engineering, VP Product and CTO roles. As Ron Lichty Consulting, he takes on fractional Interim VP Engineering roles, trains teams in scrum, transitions teams to agile, trains managers in managing software people and teams, and advises organizations to make their software development “hum.” http://www.ronlichty.com Managing the Unmanageable was recently released as video training - LiveLessons: Managing Software People and Teams - both from Pearson and on O’Reilly’s Safari Network (http://www.ManagingTheUnmanageable.net/video.html). ]]>
What’s the most powerful practice in Agile? My candidate: a team-crafted, team-owned definition of done. Our research findings: product teams are most effective when they have a definition of done defined by the team itself collaboratively. Might the practice of crafting a definition of done – before writing a single line of code – be the most powerful practice in Agile? Or does having a definition of done matter? What is the correlation between Definitions of Done and high performance teams? Thousands of people on product teams all over the world respond to our survey for the Study of Product Team Performance. We asked them. Here's what the data shows. Presented November 2018 to the Silicon Valley Engineering Leadership Community, and January 2017 to the Silicon Valley Agile Trends & Leadership. Speaker: Ron Lichty In addition to training teams in agile, Ron Lichty has spent years coaching managers about how their roles change with agile. While his recent Addison Wesley book, Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams (http://www.ManagingTheUnmanageable.net) didn’t zero in on agile, both the book and the classes that he and his coauthor give current and prospective managers espouse a deeply agile mindset for managers. He also coauthors the annual Study of Product Team Performance (http://www.ronlichty.com/study.html). The primary focus of his consulting practice, these last five years, has mirrored what he did as a manager: untangling the knots in software development. His career has spanned web applications, system software, entertainment, shrinkwrap products, ecommerce, interface development, embedded devices, professional services and IT - and grew from first level managing to VP Engineering, VP Product and CTO roles. As Ron Lichty Consulting, he takes on fractional Interim VP Engineering roles, trains teams in scrum, transitions teams to agile, trains managers in managing software people and teams, and advises organizations to make their software development “hum.” http://www.ronlichty.com Managing the Unmanageable was recently released as video training - LiveLessons: Managing Software People and Teams - both from Pearson and on O’Reilly’s Safari Network (http://www.ManagingTheUnmanageable.net/video.html). ]]> Sat, 17 Nov 2018 06:33:36 GMT /slideshow/definitions-of-done-and-high-performance-teams-123254251/123254251 RonLichty@slideshare.net(RonLichty) Definitions of Done and High Performance Teams RonLichty What’s the most powerful practice in Agile? My candidate: a team-crafted, team-owned definition of done. Our research findings: product teams are most effective when they have a definition of done defined by the team itself collaboratively. Might the practice of crafting a definition of done – before writing a single line of code – be the most powerful practice in Agile? Or does having a definition of done matter? What is the correlation between Definitions of Done and high performance teams? Thousands of people on product teams all over the world respond to our survey for the Study of Product Team Performance. We asked them. Here's what the data shows. Presented November 2018 to the Silicon Valley Engineering Leadership Community, and January 2017 to the Silicon Valley Agile Trends & Leadership. Speaker: Ron Lichty In addition to training teams in agile, Ron Lichty has spent years coaching managers about how their roles change with agile. While his recent Addison Wesley book, Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams (http://www.ManagingTheUnmanageable.net) didn’t zero in on agile, both the book and the classes that he and his coauthor give current and prospective managers espouse a deeply agile mindset for managers. He also coauthors the annual Study of Product Team Performance (http://www.ronlichty.com/study.html). The primary focus of his consulting practice, these last five years, has mirrored what he did as a manager: untangling the knots in software development. His career has spanned web applications, system software, entertainment, shrinkwrap products, ecommerce, interface development, embedded devices, professional services and IT - and grew from first level managing to VP Engineering, VP Product and CTO roles. As Ron Lichty Consulting, he takes on fractional Interim VP Engineering roles, trains teams in scrum, transitions teams to agile, trains managers in managing software people and teams, and advises organizations to make their software development “hum.” http://www.ronlichty.com Managing the Unmanageable was recently released as video training - LiveLessons: Managing Software People and Teams - both from Pearson and on O’Reilly’s Safari Network (http://www.ManagingTheUnmanageable.net/video.html). <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/lightning-defnsofdonehiperfteams11-181117063337-thumbnail.jpg?width=120&height=120&fit=bounds" /> What’s the most powerful practice in Agile? My candidate: a team-crafted, team-owned definition of done. Our research findings: product teams are most effective when they have a definition of done defined by the team itself collaboratively. Might the practice of crafting a definition of done – before writing a single line of code – be the most powerful practice in Agile? Or does having a definition of done matter? What is the correlation between Definitions of Done and high performance teams? Thousands of people on product teams all over the world respond to our survey for the Study of Product Team Performance. We asked them. Here's what the data shows. Presented November 2018 to the Silicon Valley Engineering Leadership Community, and January 2017 to the Silicon Valley Agile Trends & Leadership. Speaker: Ron Lichty In addition to training teams in agile, Ron Lichty has spent years coaching managers about how their roles change with agile. While his recent Addison Wesley book, Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams (http://www.ManagingTheUnmanageable.net) didn’t zero in on agile, both the book and the classes that he and his coauthor give current and prospective managers espouse a deeply agile mindset for managers. He also coauthors the annual Study of Product Team Performance (http://www.ronlichty.com/study.html). The primary focus of his consulting practice, these last five years, has mirrored what he did as a manager: untangling the knots in software development. His career has spanned web applications, system software, entertainment, shrinkwrap products, ecommerce, interface development, embedded devices, professional services and IT - and grew from first level managing to VP Engineering, VP Product and CTO roles. As Ron Lichty Consulting, he takes on fractional Interim VP Engineering roles, trains teams in scrum, transitions teams to agile, trains managers in managing software people and teams, and advises organizations to make their software development “hum.” http://www.ronlichty.com Managing the Unmanageable was recently released as video training - LiveLessons: Managing Software People and Teams - both from Pearson and on O’Reilly’s Safari Network (http://www.ManagingTheUnmanageable.net/video.html).

Definitions of Done and High Performance Teams from Ron Lichty

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0 Do you want to be a manager (are you sure) /RonLichty/do-you-want-to-be-a-manager-are-you-sure-114862239 doyouwanttobeamanagerareyousure-180916185808
Managing programmers is hard! Becoming a successful manager requires a drastic change of focus. There are expectations to consider before making a leap to the “dark side.” The transition from programmer to manager is made particularly challenging by the dramatic difference between what made us successful as programmers and what it takes to successfully manage others. In addition, programmers are an interesting management challenge. We tend to be free spirits, playful, curious, and (very) independent. How can you ease the transition into management? What’s management really about? What will you give up? Bio: Ron Lichty wants to make software development better worldwide by advancing the practice of software development management. He has been alternating between consulting with and managing software development and product organizations for 25 years, almost all of those spent untangling the knots in software development and transforming chaos to clarity, the last 20 of those in the era of Agile. Originally a programmer, he earned several patents and wrote two popular programming books before being hired into his first management role by Apple Computer, which nurtured his managerial growth in both development and product management roles. Principal and owner of Ron Lichty Consulting, Inc. (www.RonLichty.com), Ron has repeatedly been brought in as an acting CTO and interim vice president of engineering to solve development team challenges. He has trained teams in Scrum, transitioned teams from waterfall and iterative methodologies to agile, coached teams already using agile to make their software development "hum", and trained managers in managing software people and teams. In his continued search for effective best practices, Ron co-authors the Study of Product Team Performance (http://www.ronlichty.com/study.html). Ron's most recent book is Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams - http://www.ManagingTheUnmanageable.net. Published by Addison Wesley as both book and video training, it has been compared by reviewers to software development classics, The Mythical Man-Month and Peopleware. During Ron's first three years at Charles Schwab, he led software development of the first investor tools on Schwab.com, playing a role in transforming the bricks-and-mortar discount brokerage into a premier name in online financial services. He was promoted to Schwab vice president while leading his CIO’s three-year technology initiative to migrate software development from any-language-goes to a single, cost-effective platform company-wide and nurturing Schwab's nascent efforts to leverage early Agile approaches. He has led products and development across a wide range of domains for companies of all sizes, from startups to the Fortune 500, including Fujitsu, Razorfish, Stanford, and Apple. Ron co-chairs the Silicon Valley Engineering Leadership Community.]]>
Managing programmers is hard! Becoming a successful manager requires a drastic change of focus. There are expectations to consider before making a leap to the “dark side.” The transition from programmer to manager is made particularly challenging by the dramatic difference between what made us successful as programmers and what it takes to successfully manage others. In addition, programmers are an interesting management challenge. We tend to be free spirits, playful, curious, and (very) independent. How can you ease the transition into management? What’s management really about? What will you give up? Bio: Ron Lichty wants to make software development better worldwide by advancing the practice of software development management. He has been alternating between consulting with and managing software development and product organizations for 25 years, almost all of those spent untangling the knots in software development and transforming chaos to clarity, the last 20 of those in the era of Agile. Originally a programmer, he earned several patents and wrote two popular programming books before being hired into his first management role by Apple Computer, which nurtured his managerial growth in both development and product management roles. Principal and owner of Ron Lichty Consulting, Inc. (www.RonLichty.com), Ron has repeatedly been brought in as an acting CTO and interim vice president of engineering to solve development team challenges. He has trained teams in Scrum, transitioned teams from waterfall and iterative methodologies to agile, coached teams already using agile to make their software development "hum", and trained managers in managing software people and teams. In his continued search for effective best practices, Ron co-authors the Study of Product Team Performance (http://www.ronlichty.com/study.html). Ron's most recent book is Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams - http://www.ManagingTheUnmanageable.net. Published by Addison Wesley as both book and video training, it has been compared by reviewers to software development classics, The Mythical Man-Month and Peopleware. During Ron's first three years at Charles Schwab, he led software development of the first investor tools on Schwab.com, playing a role in transforming the bricks-and-mortar discount brokerage into a premier name in online financial services. He was promoted to Schwab vice president while leading his CIO’s three-year technology initiative to migrate software development from any-language-goes to a single, cost-effective platform company-wide and nurturing Schwab's nascent efforts to leverage early Agile approaches. He has led products and development across a wide range of domains for companies of all sizes, from startups to the Fortune 500, including Fujitsu, Razorfish, Stanford, and Apple. Ron co-chairs the Silicon Valley Engineering Leadership Community.]]> Sun, 16 Sep 2018 18:58:08 GMT /RonLichty/do-you-want-to-be-a-manager-are-you-sure-114862239 RonLichty@slideshare.net(RonLichty) Do you want to be a manager (are you sure) RonLichty Managing programmers is hard! Becoming a successful manager requires a drastic change of focus. There are expectations to consider before making a leap to the “dark side.” The transition from programmer to manager is made particularly challenging by the dramatic difference between what made us successful as programmers and what it takes to successfully manage others. In addition, programmers are an interesting management challenge. We tend to be free spirits, playful, curious, and (very) independent. How can you ease the transition into management? What’s management really about? What will you give up? Bio: Ron Lichty wants to make software development better worldwide by advancing the practice of software development management. He has been alternating between consulting with and managing software development and product organizations for 25 years, almost all of those spent untangling the knots in software development and transforming chaos to clarity, the last 20 of those in the era of Agile. Originally a programmer, he earned several patents and wrote two popular programming books before being hired into his first management role by Apple Computer, which nurtured his managerial growth in both development and product management roles. Principal and owner of Ron Lichty Consulting, Inc. (www.RonLichty.com), Ron has repeatedly been brought in as an acting CTO and interim vice president of engineering to solve development team challenges. He has trained teams in Scrum, transitioned teams from waterfall and iterative methodologies to agile, coached teams already using agile to make their software development "hum", and trained managers in managing software people and teams. In his continued search for effective best practices, Ron co-authors the Study of Product Team Performance (http://www.ronlichty.com/study.html). Ron's most recent book is Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams - http://www.ManagingTheUnmanageable.net. Published by Addison Wesley as both book and video training, it has been compared by reviewers to software development classics, The Mythical Man-Month and Peopleware. During Ron's first three years at Charles Schwab, he led software development of the first investor tools on Schwab.com, playing a role in transforming the bricks-and-mortar discount brokerage into a premier name in online financial services. He was promoted to Schwab vice president while leading his CIO’s three-year technology initiative to migrate software development from any-language-goes to a single, cost-effective platform company-wide and nurturing Schwab's nascent efforts to leverage early Agile approaches. He has led products and development across a wide range of domains for companies of all sizes, from startups to the Fortune 500, including Fujitsu, Razorfish, Stanford, and Apple. Ron co-chairs the Silicon Valley Engineering Leadership Community. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/doyouwanttobeamanagerareyousure-180916185808-thumbnail.jpg?width=120&height=120&fit=bounds" /> Managing programmers is hard! Becoming a successful manager requires a drastic change of focus. There are expectations to consider before making a leap to the “dark side.” The transition from programmer to manager is made particularly challenging by the dramatic difference between what made us successful as programmers and what it takes to successfully manage others. In addition, programmers are an interesting management challenge. We tend to be free spirits, playful, curious, and (very) independent. How can you ease the transition into management? What’s management really about? What will you give up? Bio: Ron Lichty wants to make software development better worldwide by advancing the practice of software development management. He has been alternating between consulting with and managing software development and product organizations for 25 years, almost all of those spent untangling the knots in software development and transforming chaos to clarity, the last 20 of those in the era of Agile. Originally a programmer, he earned several patents and wrote two popular programming books before being hired into his first management role by Apple Computer, which nurtured his managerial growth in both development and product management roles. Principal and owner of Ron Lichty Consulting, Inc. (www.RonLichty.com), Ron has repeatedly been brought in as an acting CTO and interim vice president of engineering to solve development team challenges. He has trained teams in Scrum, transitioned teams from waterfall and iterative methodologies to agile, coached teams already using agile to make their software development "hum", and trained managers in managing software people and teams. In his continued search for effective best practices, Ron co-authors the Study of Product Team Performance (http://www.ronlichty.com/study.html). Ron's most recent book is Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams - http://www.ManagingTheUnmanageable.net. Published by Addison Wesley as both book and video training, it has been compared by reviewers to software development classics, The Mythical Man-Month and Peopleware. During Ron's first three years at Charles Schwab, he led software development of the first investor tools on Schwab.com, playing a role in transforming the bricks-and-mortar discount brokerage into a premier name in online financial services. He was promoted to Schwab vice president while leading his CIO’s three-year technology initiative to migrate software development from any-language-goes to a single, cost-effective platform company-wide and nurturing Schwab's nascent efforts to leverage early Agile approaches. He has led products and development across a wide range of domains for companies of all sizes, from startups to the Fortune 500, including Fujitsu, Razorfish, Stanford, and Apple. Ron co-chairs the Silicon Valley Engineering Leadership Community.

Do you want to be a manager (are you sure) from Ron Lichty

]]> 2697 4 https://cdn.slidesharecdn.com/ss_thumbnails/doyouwanttobeamanagerareyousure-180916185808-thumbnail.jpg?width=120&height=120&fit=bounds presentation Black http://activitystrea.ms/schema/1.0/post

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0 12 Take Aways - Managing the Unmanageable /slideshow/12-take-aways-managing-the-unmanageable-83965552/83965552 12take-aways-managingtheunmanageable-171212235636
Twelve Take Aways: Managing the Unmanageable. We'll look at 12 best practices that make programming managers great but take most managers years to discover. Expect an interactive session. About 95 percent of programming managers had no management training before being tapped to manage. Ron Lichty and his co-author Mickey W. Mantle, both former programmers, didn't either. About half of managers never get any training in managing. Ron and Mickey were lucky enough to work for companies like Apple and Pixar that provided some general management training. But little to none of it was specific to managing programmers, or to managing programming teams. The struggle to manage programmers and programming teams motivated years of weekend breakfasts for Ron and Mickey, during which they traded insights - on the challenges they faced - and solutions they had used and seen - the kinds of stuff they’d wished they'd had when they started managing. Sharing insights and best practices with each other for a decade led them to realize they wanted to share what they had learned. And that led to spending eight years of free time writing their Addison Wesley book, Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams, http://www.ManagingTheUnmanageable.net. To their own hard-won experience, they added the best of the treasure troves they'd each collected of rules of thumb and nuggets of wisdom from their peers and programming manager thought leaders around the world. Reviewers have repeatedly compared Managing the Unmanageable to The Mythical Man-Month and Peopleware, the classics on software development challenges. About Ron: Ron Lichty has been managing and, more recently, consulting in managing software development and product organizations for over 25 years at companies like Apple Computer, Fujitsu, Charles Schwab, Avenue A | Razorfish, Forensic Logic, Stanford, Check Point, MediaBrands, and dozens of startups of all sizes. Before that, as a programmer, he coded compiler code generators, was awarded patents for compression and security algorithms he designed and coded for embedded microcontroller devices, wrote two widely used programming texts, and developed the computer animation demo that Apple used to launch and sell a next-generation line of PCs. He has mostly managed development teams and organizations, but also product managers, project managers, testers, designers, … pretty much everyone on product teams. The primary focus of his consulting practice, these last 5 years, has mirrored what he did as a manager: untangling the knots in software development. His career grew to VP Eng, VP Product and CTO roles. As Ron Lichty Consulting, he takes on fractional Interim VPE roles, trains teams in scrum, transitions teams to agile, trains managers in managing software people and teams, and advises organizations and coaches teams to make their software development “hum.” http://www.ronlichty]]>
Twelve Take Aways: Managing the Unmanageable. We'll look at 12 best practices that make programming managers great but take most managers years to discover. Expect an interactive session. About 95 percent of programming managers had no management training before being tapped to manage. Ron Lichty and his co-author Mickey W. Mantle, both former programmers, didn't either. About half of managers never get any training in managing. Ron and Mickey were lucky enough to work for companies like Apple and Pixar that provided some general management training. But little to none of it was specific to managing programmers, or to managing programming teams. The struggle to manage programmers and programming teams motivated years of weekend breakfasts for Ron and Mickey, during which they traded insights - on the challenges they faced - and solutions they had used and seen - the kinds of stuff they’d wished they'd had when they started managing. Sharing insights and best practices with each other for a decade led them to realize they wanted to share what they had learned. And that led to spending eight years of free time writing their Addison Wesley book, Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams, http://www.ManagingTheUnmanageable.net. To their own hard-won experience, they added the best of the treasure troves they'd each collected of rules of thumb and nuggets of wisdom from their peers and programming manager thought leaders around the world. Reviewers have repeatedly compared Managing the Unmanageable to The Mythical Man-Month and Peopleware, the classics on software development challenges. About Ron: Ron Lichty has been managing and, more recently, consulting in managing software development and product organizations for over 25 years at companies like Apple Computer, Fujitsu, Charles Schwab, Avenue A | Razorfish, Forensic Logic, Stanford, Check Point, MediaBrands, and dozens of startups of all sizes. Before that, as a programmer, he coded compiler code generators, was awarded patents for compression and security algorithms he designed and coded for embedded microcontroller devices, wrote two widely used programming texts, and developed the computer animation demo that Apple used to launch and sell a next-generation line of PCs. He has mostly managed development teams and organizations, but also product managers, project managers, testers, designers, … pretty much everyone on product teams. The primary focus of his consulting practice, these last 5 years, has mirrored what he did as a manager: untangling the knots in software development. His career grew to VP Eng, VP Product and CTO roles. As Ron Lichty Consulting, he takes on fractional Interim VPE roles, trains teams in scrum, transitions teams to agile, trains managers in managing software people and teams, and advises organizations and coaches teams to make their software development “hum.” http://www.ronlichty]]> Tue, 12 Dec 2017 23:56:36 GMT /slideshow/12-take-aways-managing-the-unmanageable-83965552/83965552 RonLichty@slideshare.net(RonLichty) 12 Take Aways - Managing the Unmanageable RonLichty Twelve Take Aways: Managing the Unmanageable. We'll look at 12 best practices that make programming managers great but take most managers years to discover. Expect an interactive session. About 95 percent of programming managers had no management training before being tapped to manage. Ron Lichty and his co-author Mickey W. Mantle, both former programmers, didn't either. About half of managers never get any training in managing. Ron and Mickey were lucky enough to work for companies like Apple and Pixar that provided some general management training. But little to none of it was specific to managing programmers, or to managing programming teams. The struggle to manage programmers and programming teams motivated years of weekend breakfasts for Ron and Mickey, during which they traded insights - on the challenges they faced - and solutions they had used and seen - the kinds of stuff they’d wished they'd had when they started managing. Sharing insights and best practices with each other for a decade led them to realize they wanted to share what they had learned. And that led to spending eight years of free time writing their Addison Wesley book, Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams, http://www.ManagingTheUnmanageable.net. To their own hard-won experience, they added the best of the treasure troves they'd each collected of rules of thumb and nuggets of wisdom from their peers and programming manager thought leaders around the world. Reviewers have repeatedly compared Managing the Unmanageable to The Mythical Man-Month and Peopleware, the classics on software development challenges. About Ron: Ron Lichty has been managing and, more recently, consulting in managing software development and product organizations for over 25 years at companies like Apple Computer, Fujitsu, Charles Schwab, Avenue A | Razorfish, Forensic Logic, Stanford, Check Point, MediaBrands, and dozens of startups of all sizes. Before that, as a programmer, he coded compiler code generators, was awarded patents for compression and security algorithms he designed and coded for embedded microcontroller devices, wrote two widely used programming texts, and developed the computer animation demo that Apple used to launch and sell a next-generation line of PCs. He has mostly managed development teams and organizations, but also product managers, project managers, testers, designers, … pretty much everyone on product teams. The primary focus of his consulting practice, these last 5 years, has mirrored what he did as a manager: untangling the knots in software development. His career grew to VP Eng, VP Product and CTO roles. As Ron Lichty Consulting, he takes on fractional Interim VPE roles, trains teams in scrum, transitions teams to agile, trains managers in managing software people and teams, and advises organizations and coaches teams to make their software development “hum.” http://www.ronlichty <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/12take-aways-managingtheunmanageable-171212235636-thumbnail.jpg?width=120&height=120&fit=bounds" /> Twelve Take Aways: Managing the Unmanageable. We'll look at 12 best practices that make programming managers great but take most managers years to discover. Expect an interactive session. About 95 percent of programming managers had no management training before being tapped to manage. Ron Lichty and his co-author Mickey W. Mantle, both former programmers, didn't either. About half of managers never get any training in managing. Ron and Mickey were lucky enough to work for companies like Apple and Pixar that provided some general management training. But little to none of it was specific to managing programmers, or to managing programming teams. The struggle to manage programmers and programming teams motivated years of weekend breakfasts for Ron and Mickey, during which they traded insights - on the challenges they faced - and solutions they had used and seen - the kinds of stuff they’d wished they'd had when they started managing. Sharing insights and best practices with each other for a decade led them to realize they wanted to share what they had learned. And that led to spending eight years of free time writing their Addison Wesley book, Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams, http://www.ManagingTheUnmanageable.net. To their own hard-won experience, they added the best of the treasure troves they'd each collected of rules of thumb and nuggets of wisdom from their peers and programming manager thought leaders around the world. Reviewers have repeatedly compared Managing the Unmanageable to The Mythical Man-Month and Peopleware, the classics on software development challenges. About Ron: Ron Lichty has been managing and, more recently, consulting in managing software development and product organizations for over 25 years at companies like Apple Computer, Fujitsu, Charles Schwab, Avenue A | Razorfish, Forensic Logic, Stanford, Check Point, MediaBrands, and dozens of startups of all sizes. Before that, as a programmer, he coded compiler code generators, was awarded patents for compression and security algorithms he designed and coded for embedded microcontroller devices, wrote two widely used programming texts, and developed the computer animation demo that Apple used to launch and sell a next-generation line of PCs. He has mostly managed development teams and organizations, but also product managers, project managers, testers, designers, … pretty much everyone on product teams. The primary focus of his consulting practice, these last 5 years, has mirrored what he did as a manager: untangling the knots in software development. His career grew to VP Eng, VP Product and CTO roles. As Ron Lichty Consulting, he takes on fractional Interim VPE roles, trains teams in scrum, transitions teams to agile, trains managers in managing software people and teams, and advises organizations and coaches teams to make their software development “hum.” http://www.ronlichty

12 Take Aways - Managing the Unmanageable from Ron Lichty

]]> 3552 6 https://cdn.slidesharecdn.com/ss_thumbnails/12take-aways-managingtheunmanageable-171212235636-thumbnail.jpg?width=120&height=120&fit=bounds presentation Black http://activitystrea.ms/schema/1.0/post

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0 Dream teams - making your dream (team) come true /slideshow/dream-teams-making-your-dream-team-come-true-81914164/81914164 dreamteams-makingyourdreamteamcometrue-171112053500
What differentiates a successful software development culture? What differentiates high performance teams? Almost all of us have been on a high performance team. Typically, it was a team for which we worked harder - but from which we took away more exhilaration and joy - than any other team in our careers. What made it so? And what can we do to get it again? Successful software development cultures are ones that are not just performant but that also delight customers and are a joy for every team member to be part of. One of the characteristics that differentiates agile cultures is that (finally!) it’s not just managers who are responsible for crafting culture - but everyone. Yes, every one of the various kinds of managers engaged with product and project teams have a role in crafting culture and supporting the emergence of high performance teams. But agile, done well, means every one of us engages in crafting it. Ultimately, stellar team experiences derive from us. We need to truly trust and respect and engage and share - behaviors that can feel at odds with the fierce independence from whence we’ve come. How can people who are often introverted, highly-logical, independent thinkers not only form teams but make those teams self-organizing and high-performance? What’s the role of leaders in crafting culture that supports emergence of high performance teams? What can we all do to be part of a high performance team once again? How do we make our dream teams come true? Takeaways / Lessons to be learned: ▪ What constitutes and characterizes a dream team? ▪ What’s the connection between agile teams and dream teams? ▪ What differentiates great agile teams from mediocre ones? ▪ What’s the role of managers, product managers, product owners, program managers and scrum masters in fostering dream teams? ▪ What’s the role of team members in fostering dream teams? ▪ Take away what you can do to transform your team to a dream team. Talk delivered to Agile Iowa, Silicon Valley Code Camp, San Mateo Scrum Professionals, Silicon Valley Agile Camp, Eastern Iowa Agile, and Silicon Valley Agile Trends & Leadership Speaker: Ron Lichty In addition to training teams in scrum, taking on interim VP Engineering roles, and advising organizations and coaching teams to make their software development "hum", Ron Lichty mentors managers about how their roles change with agile. While his recent Addison Wesley book, Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams (http://www.ManagingTheUnmanageable.net) didn’t zero in on agile, both the book and the classes that he and his coauthor give current and prospective managers espouse a deeply agile mindset for managers. He also coauthors the Study of Product Team Performance (http://www.ronlichty.com/study.html). His book was recently released as video training, http://www.ManagingTheUnmanageable.net/video.html]]>
What differentiates a successful software development culture? What differentiates high performance teams? Almost all of us have been on a high performance team. Typically, it was a team for which we worked harder - but from which we took away more exhilaration and joy - than any other team in our careers. What made it so? And what can we do to get it again? Successful software development cultures are ones that are not just performant but that also delight customers and are a joy for every team member to be part of. One of the characteristics that differentiates agile cultures is that (finally!) it’s not just managers who are responsible for crafting culture - but everyone. Yes, every one of the various kinds of managers engaged with product and project teams have a role in crafting culture and supporting the emergence of high performance teams. But agile, done well, means every one of us engages in crafting it. Ultimately, stellar team experiences derive from us. We need to truly trust and respect and engage and share - behaviors that can feel at odds with the fierce independence from whence we’ve come. How can people who are often introverted, highly-logical, independent thinkers not only form teams but make those teams self-organizing and high-performance? What’s the role of leaders in crafting culture that supports emergence of high performance teams? What can we all do to be part of a high performance team once again? How do we make our dream teams come true? Takeaways / Lessons to be learned: ▪ What constitutes and characterizes a dream team? ▪ What’s the connection between agile teams and dream teams? ▪ What differentiates great agile teams from mediocre ones? ▪ What’s the role of managers, product managers, product owners, program managers and scrum masters in fostering dream teams? ▪ What’s the role of team members in fostering dream teams? ▪ Take away what you can do to transform your team to a dream team. Talk delivered to Agile Iowa, Silicon Valley Code Camp, San Mateo Scrum Professionals, Silicon Valley Agile Camp, Eastern Iowa Agile, and Silicon Valley Agile Trends & Leadership Speaker: Ron Lichty In addition to training teams in scrum, taking on interim VP Engineering roles, and advising organizations and coaching teams to make their software development "hum", Ron Lichty mentors managers about how their roles change with agile. While his recent Addison Wesley book, Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams (http://www.ManagingTheUnmanageable.net) didn’t zero in on agile, both the book and the classes that he and his coauthor give current and prospective managers espouse a deeply agile mindset for managers. He also coauthors the Study of Product Team Performance (http://www.ronlichty.com/study.html). His book was recently released as video training, http://www.ManagingTheUnmanageable.net/video.html]]> Sun, 12 Nov 2017 05:35:00 GMT /slideshow/dream-teams-making-your-dream-team-come-true-81914164/81914164 RonLichty@slideshare.net(RonLichty) Dream teams - making your dream (team) come true RonLichty What differentiates a successful software development culture? What differentiates high performance teams? Almost all of us have been on a high performance team. Typically, it was a team for which we worked harder - but from which we took away more exhilaration and joy - than any other team in our careers. What made it so? And what can we do to get it again? Successful software development cultures are ones that are not just performant but that also delight customers and are a joy for every team member to be part of. One of the characteristics that differentiates agile cultures is that (finally!) it’s not just managers who are responsible for crafting culture - but everyone. Yes, every one of the various kinds of managers engaged with product and project teams have a role in crafting culture and supporting the emergence of high performance teams. But agile, done well, means every one of us engages in crafting it. Ultimately, stellar team experiences derive from us. We need to truly trust and respect and engage and share - behaviors that can feel at odds with the fierce independence from whence we’ve come. How can people who are often introverted, highly-logical, independent thinkers not only form teams but make those teams self-organizing and high-performance? What’s the role of leaders in crafting culture that supports emergence of high performance teams? What can we all do to be part of a high performance team once again? How do we make our dream teams come true? Takeaways / Lessons to be learned: ▪ What constitutes and characterizes a dream team? ▪ What’s the connection between agile teams and dream teams? ▪ What differentiates great agile teams from mediocre ones? ▪ What’s the role of managers, product managers, product owners, program managers and scrum masters in fostering dream teams? ▪ What’s the role of team members in fostering dream teams? ▪ Take away what you can do to transform your team to a dream team. Talk delivered to Agile Iowa, Silicon Valley Code Camp, San Mateo Scrum Professionals, Silicon Valley Agile Camp, Eastern Iowa Agile, and Silicon Valley Agile Trends & Leadership Speaker: Ron Lichty In addition to training teams in scrum, taking on interim VP Engineering roles, and advising organizations and coaching teams to make their software development "hum", Ron Lichty mentors managers about how their roles change with agile. While his recent Addison Wesley book, Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams (http://www.ManagingTheUnmanageable.net) didn’t zero in on agile, both the book and the classes that he and his coauthor give current and prospective managers espouse a deeply agile mindset for managers. He also coauthors the Study of Product Team Performance (http://www.ronlichty.com/study.html). His book was recently released as video training, http://www.ManagingTheUnmanageable.net/video.html <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/dreamteams-makingyourdreamteamcometrue-171112053500-thumbnail.jpg?width=120&height=120&fit=bounds" /> What differentiates a successful software development culture? What differentiates high performance teams? Almost all of us have been on a high performance team. Typically, it was a team for which we worked harder - but from which we took away more exhilaration and joy - than any other team in our careers. What made it so? And what can we do to get it again? Successful software development cultures are ones that are not just performant but that also delight customers and are a joy for every team member to be part of. One of the characteristics that differentiates agile cultures is that (finally!) it’s not just managers who are responsible for crafting culture - but everyone. Yes, every one of the various kinds of managers engaged with product and project teams have a role in crafting culture and supporting the emergence of high performance teams. But agile, done well, means every one of us engages in crafting it. Ultimately, stellar team experiences derive from us. We need to truly trust and respect and engage and share - behaviors that can feel at odds with the fierce independence from whence we’ve come. How can people who are often introverted, highly-logical, independent thinkers not only form teams but make those teams self-organizing and high-performance? What’s the role of leaders in crafting culture that supports emergence of high performance teams? What can we all do to be part of a high performance team once again? How do we make our dream teams come true? Takeaways / Lessons to be learned: ▪ What constitutes and characterizes a dream team? ▪ What’s the connection between agile teams and dream teams? ▪ What differentiates great agile teams from mediocre ones? ▪ What’s the role of managers, product managers, product owners, program managers and scrum masters in fostering dream teams? ▪ What’s the role of team members in fostering dream teams? ▪ Take away what you can do to transform your team to a dream team. Talk delivered to Agile Iowa, Silicon Valley Code Camp, San Mateo Scrum Professionals, Silicon Valley Agile Camp, Eastern Iowa Agile, and Silicon Valley Agile Trends & Leadership Speaker: Ron Lichty In addition to training teams in scrum, taking on interim VP Engineering roles, and advising organizations and coaching teams to make their software development "hum", Ron Lichty mentors managers about how their roles change with agile. While his recent Addison Wesley book, Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams (http://www.ManagingTheUnmanageable.net) didn’t zero in on agile, both the book and the classes that he and his coauthor give current and prospective managers espouse a deeply agile mindset for managers. He also coauthors the Study of Product Team Performance (http://www.ronlichty.com/study.html). His book was recently released as video training, http://www.ManagingTheUnmanageable.net/video.html

Dream teams - making your dream (team) come true from Ron Lichty

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0 12 Take Aways - Managing the Unmanageable /RonLichty/12-take-aways-managing-the-unmanageable-77781659 12take-aways-managingtheunmanageable-170712071829
His 450-page book, Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams (http://www.ManagingTheUnmanageable.net), published by Addison Wesley, has been compared by many readers to programming classics The Mythical Man-Month and Peopleware. It was recently released as video training - LiveLessons: Managing Software People and Teams - both from Pearson and on O’Reilly’s Safari Network (http://www.ManagingTheUnmanageable.net/video.html). He also co-authors the biannual Study of Product Team Performance (http://www.ronlichty.com/study.html). ]]>
His 450-page book, Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams (http://www.ManagingTheUnmanageable.net), published by Addison Wesley, has been compared by many readers to programming classics The Mythical Man-Month and Peopleware. It was recently released as video training - LiveLessons: Managing Software People and Teams - both from Pearson and on O’Reilly’s Safari Network (http://www.ManagingTheUnmanageable.net/video.html). He also co-authors the biannual Study of Product Team Performance (http://www.ronlichty.com/study.html). ]]> Wed, 12 Jul 2017 07:18:29 GMT /RonLichty/12-take-aways-managing-the-unmanageable-77781659 RonLichty@slideshare.net(RonLichty) 12 Take Aways - Managing the Unmanageable RonLichty His 450-page book, Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams (http://www.ManagingTheUnmanageable.net), published by Addison Wesley, has been compared by many readers to programming classics The Mythical Man-Month and Peopleware. It was recently released as video training - LiveLessons: Managing Software People and Teams - both from Pearson and on O’Reilly’s Safari Network (http://www.ManagingTheUnmanageable.net/video.html). He also co-authors the biannual Study of Product Team Performance (http://www.ronlichty.com/study.html). <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/12take-aways-managingtheunmanageable-170712071829-thumbnail.jpg?width=120&height=120&fit=bounds" /> His 450-page book, Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams (http://www.ManagingTheUnmanageable.net), published by Addison Wesley, has been compared by many readers to programming classics The Mythical Man-Month and Peopleware. It was recently released as video training - LiveLessons: Managing Software People and Teams - both from Pearson and on O’Reilly’s Safari Network (http://www.ManagingTheUnmanageable.net/video.html). He also co-authors the biannual Study of Product Team Performance (http://www.ronlichty.com/study.html).

12 Take Aways - Managing the Unmanageable from Ron Lichty

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0 Leading and Motivating Engineers - what product managers need to know - product camp '17 /slideshow/leading-and-motivating-engineers-what-product-managers-need-to-know-product-camp-17/73768404 leadingandmotivatingengineers-whatpdmsneedtoknow-productcamp17-170328053339
Effective, experienced technical product management is crucial to make software development hum: Engineering and Product Management are symbiotic. Product managers lead and motivate by first establishing credibility with engineers, and by bringing vision, data, collaboration, prioritization, and protection. Ron Lichty has repeatedly been brought in to transform chaos to clarity in software development. Here’s what product managers can apply to lead and motivate engineers and make software development hum. BIo: Ron Lichty has, for 30-plus years, championed delighting customers. He believes that strong product/engineering collaboration is essential to achieving that goal. Ron co-authored the Addison-Wesley book Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams (http://www.ManagingTheUnmanageable.net) and annually coauthors the Study of Product Team Performance (http://www.ronlichty.com/study.html). Ron spent seven years as a programmer, two years as a product manager, and 25 years managing product and development organizations at all levels - to VP of engineering, VP of product and CTO - at companies ranging in size from tiny startups to Charles Schwab,Stanford, and Apple. He now consults across that realm, taking on fractional interim VP Engineering and acting CTO roles, training teams in agile, training managers in managing software people and teams, and coaching development teams and executives in making software development hum. (http://www.ronlichty.com) Ron has long been a popular speaker at product, development and agile meetups and conferences. Ron@RonLichty.com ]]>
Effective, experienced technical product management is crucial to make software development hum: Engineering and Product Management are symbiotic. Product managers lead and motivate by first establishing credibility with engineers, and by bringing vision, data, collaboration, prioritization, and protection. Ron Lichty has repeatedly been brought in to transform chaos to clarity in software development. Here’s what product managers can apply to lead and motivate engineers and make software development hum. BIo: Ron Lichty has, for 30-plus years, championed delighting customers. He believes that strong product/engineering collaboration is essential to achieving that goal. Ron co-authored the Addison-Wesley book Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams (http://www.ManagingTheUnmanageable.net) and annually coauthors the Study of Product Team Performance (http://www.ronlichty.com/study.html). Ron spent seven years as a programmer, two years as a product manager, and 25 years managing product and development organizations at all levels - to VP of engineering, VP of product and CTO - at companies ranging in size from tiny startups to Charles Schwab,Stanford, and Apple. He now consults across that realm, taking on fractional interim VP Engineering and acting CTO roles, training teams in agile, training managers in managing software people and teams, and coaching development teams and executives in making software development hum. (http://www.ronlichty.com) Ron has long been a popular speaker at product, development and agile meetups and conferences. Ron@RonLichty.com ]]> Tue, 28 Mar 2017 05:33:38 GMT /slideshow/leading-and-motivating-engineers-what-product-managers-need-to-know-product-camp-17/73768404 RonLichty@slideshare.net(RonLichty) Leading and Motivating Engineers - what product managers need to know - product camp '17 RonLichty Effective, experienced technical product management is crucial to make software development hum: Engineering and Product Management are symbiotic. Product managers lead and motivate by first establishing credibility with engineers, and by bringing vision, data, collaboration, prioritization, and protection. Ron Lichty has repeatedly been brought in to transform chaos to clarity in software development. Here’s what product managers can apply to lead and motivate engineers and make software development hum. BIo: Ron Lichty has, for 30-plus years, championed delighting customers. He believes that strong product/engineering collaboration is essential to achieving that goal. Ron co-authored the Addison-Wesley book Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams (http://www.ManagingTheUnmanageable.net) and annually coauthors the Study of Product Team Performance (http://www.ronlichty.com/study.html). Ron spent seven years as a programmer, two years as a product manager, and 25 years managing product and development organizations at all levels - to VP of engineering, VP of product and CTO - at companies ranging in size from tiny startups to Charles Schwab,Stanford, and Apple. He now consults across that realm, taking on fractional interim VP Engineering and acting CTO roles, training teams in agile, training managers in managing software people and teams, and coaching development teams and executives in making software development hum. (http://www.ronlichty.com) Ron has long been a popular speaker at product, development and agile meetups and conferences. Ron@RonLichty.com <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/leadingandmotivatingengineers-whatpdmsneedtoknow-productcamp17-170328053339-thumbnail.jpg?width=120&height=120&fit=bounds" /> Effective, experienced technical product management is crucial to make software development hum: Engineering and Product Management are symbiotic. Product managers lead and motivate by first establishing credibility with engineers, and by bringing vision, data, collaboration, prioritization, and protection. Ron Lichty has repeatedly been brought in to transform chaos to clarity in software development. Here’s what product managers can apply to lead and motivate engineers and make software development hum. BIo: Ron Lichty has, for 30-plus years, championed delighting customers. He believes that strong product/engineering collaboration is essential to achieving that goal. Ron co-authored the Addison-Wesley book Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams (http://www.ManagingTheUnmanageable.net) and annually coauthors the Study of Product Team Performance (http://www.ronlichty.com/study.html). Ron spent seven years as a programmer, two years as a product manager, and 25 years managing product and development organizations at all levels - to VP of engineering, VP of product and CTO - at companies ranging in size from tiny startups to Charles Schwab,Stanford, and Apple. He now consults across that realm, taking on fractional interim VP Engineering and acting CTO roles, training teams in agile, training managers in managing software people and teams, and coaching development teams and executives in making software development hum. (http://www.ronlichty.com) Ron has long been a popular speaker at product, development and agile meetups and conferences. Ron@RonLichty.com

Leading and Motivating Engineers - what product managers need to know - product camp '17 from Ron Lichty

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0 Crash Course - managing software people and teams (sfelc, 10.26.16) /slideshow/crash-course-managing-software-people-and-teams-sfelc-102616/70827286 crashcourse-managingsoftwarepeopleandteamssfelc10-170109165631
"We'd like you to manage the team now." That's about as much introduction - and training - as many of us get before our first day managing. Often preceded only by, "You're a great programmer,” and maybe, “it feels like you've got some people skills.” But while programming cred and facility with people are helpful qualifications, what do you really need to know to manage well? What makes a manager great? What are the qualities that meld teams and deliver great software? What will make both your programmers and your execs rave? Those are among the questions that led Ron Lichty and his co-author Mickey W. Mantle to write "Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams" (Addison-Wesley). In this interactive session, Ron will examine the great managers each of us has experienced, and the qualities, skills, finesse and gifts of greatness that made them stand out. He'll talk about "the rest of the job": managing up, managing out, and other aspects of being a seasoned manager that reports mostly don't see. You'll take away a few best practices that take most managers years to discover. ]]>
"We'd like you to manage the team now." That's about as much introduction - and training - as many of us get before our first day managing. Often preceded only by, "You're a great programmer,” and maybe, “it feels like you've got some people skills.” But while programming cred and facility with people are helpful qualifications, what do you really need to know to manage well? What makes a manager great? What are the qualities that meld teams and deliver great software? What will make both your programmers and your execs rave? Those are among the questions that led Ron Lichty and his co-author Mickey W. Mantle to write "Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams" (Addison-Wesley). In this interactive session, Ron will examine the great managers each of us has experienced, and the qualities, skills, finesse and gifts of greatness that made them stand out. He'll talk about "the rest of the job": managing up, managing out, and other aspects of being a seasoned manager that reports mostly don't see. You'll take away a few best practices that take most managers years to discover. ]]> Mon, 09 Jan 2017 16:56:31 GMT /slideshow/crash-course-managing-software-people-and-teams-sfelc-102616/70827286 RonLichty@slideshare.net(RonLichty) Crash Course - managing software people and teams (sfelc, 10.26.16) RonLichty "We'd like you to manage the team now." That's about as much introduction - and training - as many of us get before our first day managing. Often preceded only by, "You're a great programmer,” and maybe, “it feels like you've got some people skills.” But while programming cred and facility with people are helpful qualifications, what do you really need to know to manage well? What makes a manager great? What are the qualities that meld teams and deliver great software? What will make both your programmers and your execs rave? Those are among the questions that led Ron Lichty and his co-author Mickey W. Mantle to write "Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams" (Addison-Wesley). In this interactive session, Ron will examine the great managers each of us has experienced, and the qualities, skills, finesse and gifts of greatness that made them stand out. He'll talk about "the rest of the job": managing up, managing out, and other aspects of being a seasoned manager that reports mostly don't see. You'll take away a few best practices that take most managers years to discover. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/crashcourse-managingsoftwarepeopleandteamssfelc10-170109165631-thumbnail.jpg?width=120&height=120&fit=bounds" /> "We'd like you to manage the team now." That's about as much introduction - and training - as many of us get before our first day managing. Often preceded only by, "You're a great programmer,” and maybe, “it feels like you've got some people skills.” But while programming cred and facility with people are helpful qualifications, what do you really need to know to manage well? What makes a manager great? What are the qualities that meld teams and deliver great software? What will make both your programmers and your execs rave? Those are among the questions that led Ron Lichty and his co-author Mickey W. Mantle to write "Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams" (Addison-Wesley). In this interactive session, Ron will examine the great managers each of us has experienced, and the qualities, skills, finesse and gifts of greatness that made them stand out. He'll talk about "the rest of the job": managing up, managing out, and other aspects of being a seasoned manager that reports mostly don't see. You'll take away a few best practices that take most managers years to discover.

Crash Course - managing software people and teams (sfelc, 10.26.16) from Ron Lichty

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0 Teamwork - making your dream team come true /slideshow/teamwork-making-your-dream-team-come-true-agile-iowa-1016/68100955 teamwork-makingyourdreamteamcometrueagileiowa10-161103044954
Agile Iowa 10.16, Silicon Valley Agile Trends & Leadership 4.17 What differentiates a successful software development culture? Almost all of us have been on a high performance team. Just invite us, and we’ll sign up for another in a second! Typically, it was a team for which we worked harder - but from which we took away more exhilaration and joy than at any other time in our careers. What made it so? And what can we do to get it again? We think successful software development cultures are ones that are not just performant but that both delight customers and are a joy for every team member to be part of. One of the characteristics that differentiates agile cultures is that (finally!), it’s not just managers who are responsible for crafting culture - but everyone. And agile, done well, means every one of us engages in the crafting of it. But agile asks people who are often introverted, highly-logical, independent thinkers not only to form teams but to make those teams self-organizing. It asks every team member to step up and collaborate. Agile offers each of us the promise of a stellar team experience – provided we and every one of our peers steps up to make it so. We need to no longer just perform as individuals, but truly trust and respect and engage and share - behaviors that can feel at odds with the fierce independence that got us through school and into industry. Speaker Ron Lichty In addition to training teams in agile, Ron Lichty has spent years coaching managers about how their roles change with agile. While his recent Addison Wesley book, Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams (http://www.ManagingTheUnmanageable.net) didn’t zero in on agile, both the book and the classes that he and his coauthor give current and prospective managers espouse a deeply agile mindset for managers. He also coauthors the annual Study of Product Team Performance (http://www.ronlichty.com/study.html).]]>
Agile Iowa 10.16, Silicon Valley Agile Trends & Leadership 4.17 What differentiates a successful software development culture? Almost all of us have been on a high performance team. Just invite us, and we’ll sign up for another in a second! Typically, it was a team for which we worked harder - but from which we took away more exhilaration and joy than at any other time in our careers. What made it so? And what can we do to get it again? We think successful software development cultures are ones that are not just performant but that both delight customers and are a joy for every team member to be part of. One of the characteristics that differentiates agile cultures is that (finally!), it’s not just managers who are responsible for crafting culture - but everyone. And agile, done well, means every one of us engages in the crafting of it. But agile asks people who are often introverted, highly-logical, independent thinkers not only to form teams but to make those teams self-organizing. It asks every team member to step up and collaborate. Agile offers each of us the promise of a stellar team experience – provided we and every one of our peers steps up to make it so. We need to no longer just perform as individuals, but truly trust and respect and engage and share - behaviors that can feel at odds with the fierce independence that got us through school and into industry. Speaker Ron Lichty In addition to training teams in agile, Ron Lichty has spent years coaching managers about how their roles change with agile. While his recent Addison Wesley book, Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams (http://www.ManagingTheUnmanageable.net) didn’t zero in on agile, both the book and the classes that he and his coauthor give current and prospective managers espouse a deeply agile mindset for managers. He also coauthors the annual Study of Product Team Performance (http://www.ronlichty.com/study.html).]]> Thu, 03 Nov 2016 04:49:54 GMT /slideshow/teamwork-making-your-dream-team-come-true-agile-iowa-1016/68100955 RonLichty@slideshare.net(RonLichty) Teamwork - making your dream team come true RonLichty Agile Iowa 10.16, Silicon Valley Agile Trends & Leadership 4.17 What differentiates a successful software development culture? Almost all of us have been on a high performance team. Just invite us, and we’ll sign up for another in a second! Typically, it was a team for which we worked harder - but from which we took away more exhilaration and joy than at any other time in our careers. What made it so? And what can we do to get it again? We think successful software development cultures are ones that are not just performant but that both delight customers and are a joy for every team member to be part of. One of the characteristics that differentiates agile cultures is that (finally!), it’s not just managers who are responsible for crafting culture - but everyone. And agile, done well, means every one of us engages in the crafting of it. But agile asks people who are often introverted, highly-logical, independent thinkers not only to form teams but to make those teams self-organizing. It asks every team member to step up and collaborate. Agile offers each of us the promise of a stellar team experience – provided we and every one of our peers steps up to make it so. We need to no longer just perform as individuals, but truly trust and respect and engage and share - behaviors that can feel at odds with the fierce independence that got us through school and into industry. Speaker Ron Lichty In addition to training teams in agile, Ron Lichty has spent years coaching managers about how their roles change with agile. While his recent Addison Wesley book, Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams (http://www.ManagingTheUnmanageable.net) didn’t zero in on agile, both the book and the classes that he and his coauthor give current and prospective managers espouse a deeply agile mindset for managers. He also coauthors the annual Study of Product Team Performance (http://www.ronlichty.com/study.html). <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/teamwork-makingyourdreamteamcometrueagileiowa10-161103044954-thumbnail.jpg?width=120&height=120&fit=bounds" /> Agile Iowa 10.16, Silicon Valley Agile Trends & Leadership 4.17 What differentiates a successful software development culture? Almost all of us have been on a high performance team. Just invite us, and we’ll sign up for another in a second! Typically, it was a team for which we worked harder - but from which we took away more exhilaration and joy than at any other time in our careers. What made it so? And what can we do to get it again? We think successful software development cultures are ones that are not just performant but that both delight customers and are a joy for every team member to be part of. One of the characteristics that differentiates agile cultures is that (finally!), it’s not just managers who are responsible for crafting culture - but everyone. And agile, done well, means every one of us engages in the crafting of it. But agile asks people who are often introverted, highly-logical, independent thinkers not only to form teams but to make those teams self-organizing. It asks every team member to step up and collaborate. Agile offers each of us the promise of a stellar team experience – provided we and every one of our peers steps up to make it so. We need to no longer just perform as individuals, but truly trust and respect and engage and share - behaviors that can feel at odds with the fierce independence that got us through school and into industry. Speaker Ron Lichty In addition to training teams in agile, Ron Lichty has spent years coaching managers about how their roles change with agile. While his recent Addison Wesley book, Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams (http://www.ManagingTheUnmanageable.net) didn’t zero in on agile, both the book and the classes that he and his coauthor give current and prospective managers espouse a deeply agile mindset for managers. He also coauthors the annual Study of Product Team Performance (http://www.ronlichty.com/study.html).

Teamwork - making your dream team come true from Ron Lichty

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0 Product owners - how to get your development team to love you (product school, 8.16) /slideshow/product-owners-how-to-get-your-development-team-to-love-you-product-school-816/65112263 productowners-howtogetyourdevelopmentteamtoloveyouproductschool8-160818060628
Product managers and product owners can engage and motivate their teams to delight customers - or they can distract and dishearten their teams. Ron Lichty has been a product manager, a CTO, and a VP leading both development organizations and product teams. As a development leader, he regards product managers who "get it" as key partners. Here are 16 ways to engage and motivate product teams - to ensure that together that you delight customers! BIo: Ron Lichty has, for 30-plus years, championed delighting customers. He believes that strong product/engineering collaboration is essential to achieving that goal. Ron co-authored the Addison-Wesley book Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams (http://www.ManagingTheUnmanageable.net) and annually coauthors the Study of Product Team Performance (http://www.ronlichty.com/study.html). Ron spent seven years as a programmer, two years as a product manager, and 25 years managing product and development organizations at all levels - to VP of engineering, VP of product and CTO - at companies ranging in size from tiny startups to Charles Schwab,Stanford, and Apple. He now consults across that realm, taking on fractional interim VP Engineering and acting CTO roles, training teams in agile, training managers in managing software people and teams, and coaching development teams and executives in making software development hum. (http://www.ronlichty.com) Ron has long been a popular speaker at product, development and agile meetups and conferences. Ron@RonLichty.com ]]>
Product managers and product owners can engage and motivate their teams to delight customers - or they can distract and dishearten their teams. Ron Lichty has been a product manager, a CTO, and a VP leading both development organizations and product teams. As a development leader, he regards product managers who "get it" as key partners. Here are 16 ways to engage and motivate product teams - to ensure that together that you delight customers! BIo: Ron Lichty has, for 30-plus years, championed delighting customers. He believes that strong product/engineering collaboration is essential to achieving that goal. Ron co-authored the Addison-Wesley book Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams (http://www.ManagingTheUnmanageable.net) and annually coauthors the Study of Product Team Performance (http://www.ronlichty.com/study.html). Ron spent seven years as a programmer, two years as a product manager, and 25 years managing product and development organizations at all levels - to VP of engineering, VP of product and CTO - at companies ranging in size from tiny startups to Charles Schwab,Stanford, and Apple. He now consults across that realm, taking on fractional interim VP Engineering and acting CTO roles, training teams in agile, training managers in managing software people and teams, and coaching development teams and executives in making software development hum. (http://www.ronlichty.com) Ron has long been a popular speaker at product, development and agile meetups and conferences. Ron@RonLichty.com ]]> Thu, 18 Aug 2016 06:06:28 GMT /slideshow/product-owners-how-to-get-your-development-team-to-love-you-product-school-816/65112263 RonLichty@slideshare.net(RonLichty) Product owners - how to get your development team to love you (product school, 8.16) RonLichty Product managers and product owners can engage and motivate their teams to delight customers - or they can distract and dishearten their teams. Ron Lichty has been a product manager, a CTO, and a VP leading both development organizations and product teams. As a development leader, he regards product managers who "get it" as key partners. Here are 16 ways to engage and motivate product teams - to ensure that together that you delight customers! BIo: Ron Lichty has, for 30-plus years, championed delighting customers. He believes that strong product/engineering collaboration is essential to achieving that goal. Ron co-authored the Addison-Wesley book Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams (http://www.ManagingTheUnmanageable.net) and annually coauthors the Study of Product Team Performance (http://www.ronlichty.com/study.html). Ron spent seven years as a programmer, two years as a product manager, and 25 years managing product and development organizations at all levels - to VP of engineering, VP of product and CTO - at companies ranging in size from tiny startups to Charles Schwab,Stanford, and Apple. He now consults across that realm, taking on fractional interim VP Engineering and acting CTO roles, training teams in agile, training managers in managing software people and teams, and coaching development teams and executives in making software development hum. (http://www.ronlichty.com) Ron has long been a popular speaker at product, development and agile meetups and conferences. Ron@RonLichty.com <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/productowners-howtogetyourdevelopmentteamtoloveyouproductschool8-160818060628-thumbnail.jpg?width=120&height=120&fit=bounds" /> Product managers and product owners can engage and motivate their teams to delight customers - or they can distract and dishearten their teams. Ron Lichty has been a product manager, a CTO, and a VP leading both development organizations and product teams. As a development leader, he regards product managers who "get it" as key partners. Here are 16 ways to engage and motivate product teams - to ensure that together that you delight customers! BIo: Ron Lichty has, for 30-plus years, championed delighting customers. He believes that strong product/engineering collaboration is essential to achieving that goal. Ron co-authored the Addison-Wesley book Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams (http://www.ManagingTheUnmanageable.net) and annually coauthors the Study of Product Team Performance (http://www.ronlichty.com/study.html). Ron spent seven years as a programmer, two years as a product manager, and 25 years managing product and development organizations at all levels - to VP of engineering, VP of product and CTO - at companies ranging in size from tiny startups to Charles Schwab,Stanford, and Apple. He now consults across that realm, taking on fractional interim VP Engineering and acting CTO roles, training teams in agile, training managers in managing software people and teams, and coaching development teams and executives in making software development hum. (http://www.ronlichty.com) Ron has long been a popular speaker at product, development and agile meetups and conferences. Ron@RonLichty.com

Product owners - how to get your development team to love you (product school, 8.16) from Ron Lichty

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0 Product Owners - How to get your development team to love you (ProductTankSV, 5.16) /slideshow/product-owners-how-to-get-your-development-team-to-love-you-producttanksv-516/62500393 productowners-howtogetyourdevelopmentteamtoloveyouproducttanksv5-160528211212
Product managers and product owners can engage and motivate their teams to delight customers - or they can distract and dishearten their teams. Ron Lichty has been a product manager, a CTO, and a VP leading both development organizations and product teams. As a development leader, he regards product managers who "get it" as key partners. Here are 16 ways to engage and motivate product teams - to ensure that together that you delight customers! Points to take away: ▪ Delighting customers is the metric to which we should manage ▪ Delighting customers relies on tight collaboration between product managers, product owners, and development teams ▪ Product managers and development leaders are uniquely positioned to, together, motivate product teams ▪ Product managers and product owners are uniquely positioned to connect the dots BIo: Ron Lichty has, for 30-plus years, championed delighting customers. He believes that strong product/engineering collaboration is essential to achieving that goal. Ron co-authored the Addison-Wesley book Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams (http://www.ManagingTheUnmanageable.net) and annually coauthors the Study of Product Team Performance (http://www.ronlichty.com/study.html). Ron spent seven years as a programmer, two years as a product manager, and 25 years managing product and development organizations at all levels - to VP of engineering, VP of product and CTO - at companies ranging in size from tiny startups to Charles Schwab, Stanford and Apple. He now consults across that realm, taking on fractional interim VP Engineering and acting CTO roles, training teams in agile, training managers in managing software people and teams, and coaching development teams and executives in making software development hum. (http://www.ronlichty.com) Ron has long been a popular speaker at product, development and agile meetups and conferences. ]]>
Product managers and product owners can engage and motivate their teams to delight customers - or they can distract and dishearten their teams. Ron Lichty has been a product manager, a CTO, and a VP leading both development organizations and product teams. As a development leader, he regards product managers who "get it" as key partners. Here are 16 ways to engage and motivate product teams - to ensure that together that you delight customers! Points to take away: ▪ Delighting customers is the metric to which we should manage ▪ Delighting customers relies on tight collaboration between product managers, product owners, and development teams ▪ Product managers and development leaders are uniquely positioned to, together, motivate product teams ▪ Product managers and product owners are uniquely positioned to connect the dots BIo: Ron Lichty has, for 30-plus years, championed delighting customers. He believes that strong product/engineering collaboration is essential to achieving that goal. Ron co-authored the Addison-Wesley book Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams (http://www.ManagingTheUnmanageable.net) and annually coauthors the Study of Product Team Performance (http://www.ronlichty.com/study.html). Ron spent seven years as a programmer, two years as a product manager, and 25 years managing product and development organizations at all levels - to VP of engineering, VP of product and CTO - at companies ranging in size from tiny startups to Charles Schwab, Stanford and Apple. He now consults across that realm, taking on fractional interim VP Engineering and acting CTO roles, training teams in agile, training managers in managing software people and teams, and coaching development teams and executives in making software development hum. (http://www.ronlichty.com) Ron has long been a popular speaker at product, development and agile meetups and conferences. ]]> Sat, 28 May 2016 21:12:12 GMT /slideshow/product-owners-how-to-get-your-development-team-to-love-you-producttanksv-516/62500393 RonLichty@slideshare.net(RonLichty) Product Owners - How to get your development team to love you (ProductTankSV, 5.16) RonLichty Product managers and product owners can engage and motivate their teams to delight customers - or they can distract and dishearten their teams. Ron Lichty has been a product manager, a CTO, and a VP leading both development organizations and product teams. As a development leader, he regards product managers who "get it" as key partners. Here are 16 ways to engage and motivate product teams - to ensure that together that you delight customers! Points to take away: ▪ Delighting customers is the metric to which we should manage ▪ Delighting customers relies on tight collaboration between product managers, product owners, and development teams ▪ Product managers and development leaders are uniquely positioned to, together, motivate product teams ▪ Product managers and product owners are uniquely positioned to connect the dots BIo: Ron Lichty has, for 30-plus years, championed delighting customers. He believes that strong product/engineering collaboration is essential to achieving that goal. Ron co-authored the Addison-Wesley book Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams (http://www.ManagingTheUnmanageable.net) and annually coauthors the Study of Product Team Performance (http://www.ronlichty.com/study.html). Ron spent seven years as a programmer, two years as a product manager, and 25 years managing product and development organizations at all levels - to VP of engineering, VP of product and CTO - at companies ranging in size from tiny startups to Charles Schwab, Stanford and Apple. He now consults across that realm, taking on fractional interim VP Engineering and acting CTO roles, training teams in agile, training managers in managing software people and teams, and coaching development teams and executives in making software development hum. (http://www.ronlichty.com) Ron has long been a popular speaker at product, development and agile meetups and conferences. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/productowners-howtogetyourdevelopmentteamtoloveyouproducttanksv5-160528211212-thumbnail.jpg?width=120&height=120&fit=bounds" /> Product managers and product owners can engage and motivate their teams to delight customers - or they can distract and dishearten their teams. Ron Lichty has been a product manager, a CTO, and a VP leading both development organizations and product teams. As a development leader, he regards product managers who "get it" as key partners. Here are 16 ways to engage and motivate product teams - to ensure that together that you delight customers! Points to take away: ▪ Delighting customers is the metric to which we should manage ▪ Delighting customers relies on tight collaboration between product managers, product owners, and development teams ▪ Product managers and development leaders are uniquely positioned to, together, motivate product teams ▪ Product managers and product owners are uniquely positioned to connect the dots BIo: Ron Lichty has, for 30-plus years, championed delighting customers. He believes that strong product/engineering collaboration is essential to achieving that goal. Ron co-authored the Addison-Wesley book Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams (http://www.ManagingTheUnmanageable.net) and annually coauthors the Study of Product Team Performance (http://www.ronlichty.com/study.html). Ron spent seven years as a programmer, two years as a product manager, and 25 years managing product and development organizations at all levels - to VP of engineering, VP of product and CTO - at companies ranging in size from tiny startups to Charles Schwab, Stanford and Apple. He now consults across that realm, taking on fractional interim VP Engineering and acting CTO roles, training teams in agile, training managers in managing software people and teams, and coaching development teams and executives in making software development hum. (http://www.ronlichty.com) Ron has long been a popular speaker at product, development and agile meetups and conferences.

Product Owners - How to get your development team to love you (ProductTankSV, 5.16) from Ron Lichty

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0 Engineering challenges, product management solutions - product camp 2016 /slideshow/engineering-challenges-product-management-solutions-product-camp-2016/61281417 engineeringchallengesproductmanagementsolutions-productcamp16-160424070506
Effective, experienced technical product management is crucial to make software engineering hum: Engineering and Product Management are symbiotic. When engineering is chaotic, many times applying a product management “fix” can do the trick. Ron Lichty has repeatedly been brought in to transform chaos to clarity in software development. Here’s a set of diagnoses, each with a product management fix that product managers can apply to make engineering hum. ]]>
Effective, experienced technical product management is crucial to make software engineering hum: Engineering and Product Management are symbiotic. When engineering is chaotic, many times applying a product management “fix” can do the trick. Ron Lichty has repeatedly been brought in to transform chaos to clarity in software development. Here’s a set of diagnoses, each with a product management fix that product managers can apply to make engineering hum. ]]> Sun, 24 Apr 2016 07:05:06 GMT /slideshow/engineering-challenges-product-management-solutions-product-camp-2016/61281417 RonLichty@slideshare.net(RonLichty) Engineering challenges, product management solutions - product camp 2016 RonLichty Effective, experienced technical product management is crucial to make software engineering hum: Engineering and Product Management are symbiotic. When engineering is chaotic, many times applying a product management “fix” can do the trick. Ron Lichty has repeatedly been brought in to transform chaos to clarity in software development. Here’s a set of diagnoses, each with a product management fix that product managers can apply to make engineering hum. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/engineeringchallengesproductmanagementsolutions-productcamp16-160424070506-thumbnail.jpg?width=120&height=120&fit=bounds" /> Effective, experienced technical product management is crucial to make software engineering hum: Engineering and Product Management are symbiotic. When engineering is chaotic, many times applying a product management “fix” can do the trick. Ron Lichty has repeatedly been brought in to transform chaos to clarity in software development. Here’s a set of diagnoses, each with a product management fix that product managers can apply to make engineering hum.

Engineering challenges, product management solutions - product camp 2016 from Ron Lichty

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0 Product owners - how to get your development team to love you (product tank, 11.15) /slideshow/product-owners-how-to-get-your-development-team-to-love-you-product-tank-1115/55134274 productowners-howtogetyourdevelopmentteamtoloveyouproducttank11-151115185706-lva1-app6891
Product managers and product owners can engage and motivate their teams to delight customers - or they can distract and dishearten their teams. Ron Lichty has been a product manager, a CTO, and a VP leading both development organizations and product teams. As a development leader, he regards product managers who "get it" as key partners. Here are 16 ways to engage and motivate product teams - and together delight customers! BIo: Ron Lichty has, for 30-plus years, championed delighting customers. He believes that strong product/engineering collaboration is essential to achieving that goal. Ron co-authored the Addison-Wesley book Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams (http://www.ManagingTheUnmanageable.net) and annually coauthors the Study of Product Team Performance (http://www.ronlichty.com/study.html). Ron spent seven years as a programmer, two years as a product manager, and 25 years managing product and development organizations at all levels - to VP of engineering, VP of product and CTO - at companies ranging in size from tiny startups to Charles Schwab, Stanford and Apple. He now consults across that realm, taking on fractional interim VP Engineering and acting CTO roles; training teams in agile; training managers in managing software people and teams; and coaching development teams and executives in making software development hum. (http://www.ronlichty.com) Ron has long been a popular speaker at product, development and agile meetups and conferences. ]]>
Product managers and product owners can engage and motivate their teams to delight customers - or they can distract and dishearten their teams. Ron Lichty has been a product manager, a CTO, and a VP leading both development organizations and product teams. As a development leader, he regards product managers who "get it" as key partners. Here are 16 ways to engage and motivate product teams - and together delight customers! BIo: Ron Lichty has, for 30-plus years, championed delighting customers. He believes that strong product/engineering collaboration is essential to achieving that goal. Ron co-authored the Addison-Wesley book Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams (http://www.ManagingTheUnmanageable.net) and annually coauthors the Study of Product Team Performance (http://www.ronlichty.com/study.html). Ron spent seven years as a programmer, two years as a product manager, and 25 years managing product and development organizations at all levels - to VP of engineering, VP of product and CTO - at companies ranging in size from tiny startups to Charles Schwab, Stanford and Apple. He now consults across that realm, taking on fractional interim VP Engineering and acting CTO roles; training teams in agile; training managers in managing software people and teams; and coaching development teams and executives in making software development hum. (http://www.ronlichty.com) Ron has long been a popular speaker at product, development and agile meetups and conferences. ]]> Sun, 15 Nov 2015 18:57:06 GMT /slideshow/product-owners-how-to-get-your-development-team-to-love-you-product-tank-1115/55134274 RonLichty@slideshare.net(RonLichty) Product owners - how to get your development team to love you (product tank, 11.15) RonLichty Product managers and product owners can engage and motivate their teams to delight customers - or they can distract and dishearten their teams. Ron Lichty has been a product manager, a CTO, and a VP leading both development organizations and product teams. As a development leader, he regards product managers who "get it" as key partners. Here are 16 ways to engage and motivate product teams - and together delight customers! BIo: Ron Lichty has, for 30-plus years, championed delighting customers. He believes that strong product/engineering collaboration is essential to achieving that goal. Ron co-authored the Addison-Wesley book Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams (http://www.ManagingTheUnmanageable.net) and annually coauthors the Study of Product Team Performance (http://www.ronlichty.com/study.html). Ron spent seven years as a programmer, two years as a product manager, and 25 years managing product and development organizations at all levels - to VP of engineering, VP of product and CTO - at companies ranging in size from tiny startups to Charles Schwab, Stanford and Apple. He now consults across that realm, taking on fractional interim VP Engineering and acting CTO roles; training teams in agile; training managers in managing software people and teams; and coaching development teams and executives in making software development hum. (http://www.ronlichty.com) Ron has long been a popular speaker at product, development and agile meetups and conferences. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/productowners-howtogetyourdevelopmentteamtoloveyouproducttank11-151115185706-lva1-app6891-thumbnail.jpg?width=120&height=120&fit=bounds" /> Product managers and product owners can engage and motivate their teams to delight customers - or they can distract and dishearten their teams. Ron Lichty has been a product manager, a CTO, and a VP leading both development organizations and product teams. As a development leader, he regards product managers who "get it" as key partners. Here are 16 ways to engage and motivate product teams - and together delight customers! BIo: Ron Lichty has, for 30-plus years, championed delighting customers. He believes that strong product/engineering collaboration is essential to achieving that goal. Ron co-authored the Addison-Wesley book Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams (http://www.ManagingTheUnmanageable.net) and annually coauthors the Study of Product Team Performance (http://www.ronlichty.com/study.html). Ron spent seven years as a programmer, two years as a product manager, and 25 years managing product and development organizations at all levels - to VP of engineering, VP of product and CTO - at companies ranging in size from tiny startups to Charles Schwab, Stanford and Apple. He now consults across that realm, taking on fractional interim VP Engineering and acting CTO roles; training teams in agile; training managers in managing software people and teams; and coaching development teams and executives in making software development hum. (http://www.ronlichty.com) Ron has long been a popular speaker at product, development and agile meetups and conferences.

Product owners - how to get your development team to love you (product tank, 11.15) from Ron Lichty

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0 The hidden ingredient in hyper productive teams (scrummasters guild, 10.15) /slideshow/the-hidden-ingredient-in-hyper-productive-teams-scrummasters-guild-1015/53680695 thehiddeningredientinhyper-productiveteamsscrummastersguild10-151008074208-lva1-app6891
Ron LIchty, author of "Managing the Unmanageable", will explore how shared leadership is often the unspoken ingredient in hyper-productive teams. He will lead participants in activities designed to give a direct experience of sharing leadership and explain how that leads to hyper-productive teams and organizations. Join us at Cisco in San Jose for an experience that could make everyone around you smarter and wiser. ]]>
Ron LIchty, author of "Managing the Unmanageable", will explore how shared leadership is often the unspoken ingredient in hyper-productive teams. He will lead participants in activities designed to give a direct experience of sharing leadership and explain how that leads to hyper-productive teams and organizations. Join us at Cisco in San Jose for an experience that could make everyone around you smarter and wiser. ]]> Thu, 08 Oct 2015 07:42:08 GMT /slideshow/the-hidden-ingredient-in-hyper-productive-teams-scrummasters-guild-1015/53680695 RonLichty@slideshare.net(RonLichty) The hidden ingredient in hyper productive teams (scrummasters guild, 10.15) RonLichty Ron LIchty, author of "Managing the Unmanageable", will explore how shared leadership is often the unspoken ingredient in hyper-productive teams. He will lead participants in activities designed to give a direct experience of sharing leadership and explain how that leads to hyper-productive teams and organizations. Join us at Cisco in San Jose for an experience that could make everyone around you smarter and wiser. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/thehiddeningredientinhyper-productiveteamsscrummastersguild10-151008074208-lva1-app6891-thumbnail.jpg?width=120&height=120&fit=bounds" /> Ron LIchty, author of "Managing the Unmanageable", will explore how shared leadership is often the unspoken ingredient in hyper-productive teams. He will lead participants in activities designed to give a direct experience of sharing leadership and explain how that leads to hyper-productive teams and organizations. Join us at Cisco in San Jose for an experience that could make everyone around you smarter and wiser.

The hidden ingredient in hyper productive teams (scrummasters guild, 10.15) from Ron Lichty

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0 Keys to crafting an effective agile culture (svcc, 10.15) /slideshow/keys-to-crafting-an-effective-agile-culture-svcc-1015/53507715 keystocraftinganeffectiveagileculturesvcc10-151004063619-lva1-app6892
What differentiates a successful software development culture? Among successful cultures, what makes an agile one stand out? We think successful software development cultures are ones that are not just performant but that both delight customers and are a joy for every team member to be part of. One of the characteristics that differentiates agile cultures is that (finally!), it’s not just managers who are responsible for crafting culture - but everyone. And agile, done well, means every one of us engages in the crafting of it. In addition to training teams in agile, Ron Lichty has spent years coaching managers about how their roles change with agile. While his recent Addison Wesley book, Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams, didn’t zero in on agile, both the book and the classes that he and his coauthor give current and prospective managers espouse a deeply agile mindset for managers.]]>
What differentiates a successful software development culture? Among successful cultures, what makes an agile one stand out? We think successful software development cultures are ones that are not just performant but that both delight customers and are a joy for every team member to be part of. One of the characteristics that differentiates agile cultures is that (finally!), it’s not just managers who are responsible for crafting culture - but everyone. And agile, done well, means every one of us engages in the crafting of it. In addition to training teams in agile, Ron Lichty has spent years coaching managers about how their roles change with agile. While his recent Addison Wesley book, Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams, didn’t zero in on agile, both the book and the classes that he and his coauthor give current and prospective managers espouse a deeply agile mindset for managers.]]> Sun, 04 Oct 2015 06:36:18 GMT /slideshow/keys-to-crafting-an-effective-agile-culture-svcc-1015/53507715 RonLichty@slideshare.net(RonLichty) Keys to crafting an effective agile culture (svcc, 10.15) RonLichty What differentiates a successful software development culture? Among successful cultures, what makes an agile one stand out? We think successful software development cultures are ones that are not just performant but that both delight customers and are a joy for every team member to be part of. One of the characteristics that differentiates agile cultures is that (finally!), it’s not just managers who are responsible for crafting culture - but everyone. And agile, done well, means every one of us engages in the crafting of it. In addition to training teams in agile, Ron Lichty has spent years coaching managers about how their roles change with agile. While his recent Addison Wesley book, Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams, didn’t zero in on agile, both the book and the classes that he and his coauthor give current and prospective managers espouse a deeply agile mindset for managers. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/keystocraftinganeffectiveagileculturesvcc10-151004063619-lva1-app6892-thumbnail.jpg?width=120&height=120&fit=bounds" /> What differentiates a successful software development culture? Among successful cultures, what makes an agile one stand out? We think successful software development cultures are ones that are not just performant but that both delight customers and are a joy for every team member to be part of. One of the characteristics that differentiates agile cultures is that (finally!), it’s not just managers who are responsible for crafting culture - but everyone. And agile, done well, means every one of us engages in the crafting of it. In addition to training teams in agile, Ron Lichty has spent years coaching managers about how their roles change with agile. While his recent Addison Wesley book, Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams, didn’t zero in on agile, both the book and the classes that he and his coauthor give current and prospective managers espouse a deeply agile mindset for managers.

Keys to crafting an effective agile culture (svcc, 10.15) from Ron Lichty

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0 https://cdn.slidesharecdn.com/profile-photo-RonLichty-48x48.jpg?cb=1600484859 Ron Lichty has been managing software development and from time to time product organizations for over 20 years, the last 10 of those in the era of agile, extreme programming and scrum. Over the past four years he has trained teams in scrum and coached teams already using agile to make their software development "hum". He was a programmer, then managed a product marketing group at Apple Computer early in his career. As an engineering VP since then, he highly values the partnerships he has formed with product managers. Ron's book "Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams" was published by Addison Wesley October 1, 2012. www.ronlichty.com https://cdn.slidesharecdn.com/ss_thumbnails/crashcourse-managingsoftwarepeopleandteams-200919033312-thumbnail.jpg?width=320&height=320&fit=bounds RonLichty/crash-course-managing-software-people-and-teams-238546249 Crash Course - Managin... https://cdn.slidesharecdn.com/ss_thumbnails/criticalagilepracticesnuancedtechniques-191022074329-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/critical-agile-practices-nuanced-techniques/185199474 Critical Agile Practic... https://cdn.slidesharecdn.com/ss_thumbnails/whatsittaketobeagoodmanager-191022065623-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/whats-it-take-to-be-a-good-manager/185181905 What's It Take to Be a...