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1) Give the developers what they need to do their job.
2) Get out of the way
3) Find the person who can ask the right technical questions, and translate the answers for you
4) Give that person a raise
Flexible management with the followers of modern scientific methods in the field of their jurisdiction *
simply give me results i will give you support (Reward - punishments - promotion - training etc....)
There are many important things to consider when managing a team of programmers. Here are some things to consider:
1) Be an effective communicator and make communication a priority
2) Should have ability to track the project milestones, goals and deviation
3) Know how and when to negotiate in terms of estimates, efforts, assignments etc.
4) Analyze the velocity of the team and have ability to align the velocity with project milestone or goals
5) Analyze the product quality with the help of different reports like reported defects, code reviews etc.
6) Look for risk and gap areas of the products and identify the same upfront
7) Define project management procedures upfront
8) Manage the work-plan and monitor the schedule and effort
9) Continue to assess potential risks throughout the project
10) Keep the Communication Lines Open
11) Needs to be open and honest, especially about things they don't understand
12) Needs to involve all stakeholders at the appropriate time and ask questions to guide and direct the project
13) Needs to identify relevant skills in team members and delegate tasks accordingly
14) Should have good listening and decision making skills
15) Should understands the business logic or workflow
16) Maintains a creative work environment
17) Asking the question "What can I do to maximize the team success"
18) Put across the ideas convincingly
19) Demonstrating strong personal values
20) Assigning the Right Person to Manage the Project
21) Having a System/process/metric in Place for Tracking progress, velocity, Changes, timelines etc
Here are some tips to harmonize relationships and improve productivity as a leader on a technical team:
1. Come to terms with the fact that you will rarely be the smartest person in the roomDirecting a room filled with people who are more knowledgeable in an area of expertise than you are can be uncomfortable. Realize that the secret to success in leadership is not knowledge, but access to knowledge.
Even highly trained technical people have limitations, and oftentimes the more talented they are, the quicker they are to admit their boundaries. You should do the same. Your technical team will forgive you for acknowledging if something is outside of your area of expertise. What they won’t forgive is if you pretend to know something you don’t, then use assumptions to make a decision. Admitting your limitations encourages your team members to follow suit, ultimately supporting a culture that is honest in self-assessments and leverages collective knowledge.
2. Find an interpreterPublically admitting your technical limitations doesn’t remove you from having to function within a technical environment. A working understanding of technical jargon and systems will make your job much easier. You can’t lead well unless you understand what’s going on, at least at a high level. Identify someone on your team who can translate for you. This person should, ideally, be an ally and a leader.
3. Learn something new everydayYou may be able to convince a group of technical people to trust you, despite your lack of technical knowledge, but you won’t be able to retain that trust unless you show a real interest in what they do. Learning a little bit each day about what your team members do and why they do it allows you to demonstrate that their work is important to you, thus important to the company.
4. Be the Phil Jackson to their Michael JordanTo be successful at managing highly technical, well-educated talent, you must provide them with the best tools to do their job, offer your best guidance when they need it, and then step back and let them take the shot.
In addition to supplying first-rate resources, offer access to ongoing education so that your team continues to grow. Look for opportunities for team members to step up and lead others and find group activities that promote learning and development.
5. Slow your roll.Highly technical people are generally detail-oriented, and can be more resistant to change. So grab yourself a desktop Zen garden or stress ball and find peace in the extended journey, because changes – like new processes, guidelines or expectations – can take longer to implement than you may anticipate. The benefit of this extra time is that the added attention to detail means things like your new system for reporting software issues will likely be handled right the first time.
Ans:
A non-technical Manager will have a challenge to manage a team of highly professional Technical Team. However, I am assuming that the non-technical Manager has business acumen, innovative approach and excellent leadership capabilities. Normally, this situation arises when the non-technical manager also look after other activities i.e. Business Development and customer relationship which is common in such a situation. Since, it is a challenge, the manager has to be very diplomatic and should continuously acquire and develop his basic knowledge how the technical output is passed on to customers and generate business profit.
So, the team management tips may be as follows:
1. Conduct regular progress meeting with programmers and to communicate the same to the customers.
2. Have regular feedback from the customers and pass the feedback of customers to the Programmers for update/review.
3. If the project is going smoothly as noted by customer, appreciate the concerned programmer in Public.
4. For good coordination, have an informal get together outside the office to energize everybody and to encourage open communication.
5. Develop good interpersonal relationship and open communication with all programmers.
With a strong team spirit and leadership capability, the non- technical Manager would become a Successful Manager
it will be hard to manage them but if necessary he must:
have good relation with them to build trust & respect
evaluate all teams effort one by one
to make overall view for team work situation
appointment any complaint from his team to avoid it
appointment any complaint from customers to check for mistakes
encourage their work using different method
1-appointment of highly qualified programmers in information systems technology.
2-programmers fluent team work programming languages that are working out in practical programs.
3. Provide technical support to customers (customer service) continuously and attention to providing the best services that serve customers.
4-continuous development and modernization programs
5-Ahitajat meet the customers so that the programs serve the customers as they need.
6-rehabilitation work in the team more
Lay the foundation before you begin construction
Make the team aware of the four stages of development
Take a team "pulse
Assess
Push proactivity
Form common skills
Examine expectations
Acknowledge unique talents and contributions
Build dialogue, extinguish monologue
Do some teambuilding
Laugh together
Celebrate
I fully agree with the answers been added by EXPERTS.........Thanks.
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