azizkhani.net

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21 signs of BAD MANAGERS

clock November 23, 2013 19:23 by author Administrator

 

 

  1. Bias against action or against planning, simply waiting or postponing for ever; embrace the status-quo
  2. Secrecy, not willing to share information. giving the feeling that having access to information is a privilege reserved to managers
  3. Working very long hours to prove hard work or hide incompetence
  4. Over-sensitivity, someone that reacts immediately but the reaction is not a real response but mostly an emotional fact
  5. Brain washed by procedures and processes; favor a process instead of getting things done
  6. Expect the people to read they minds; hand in hand with secrecy –  i keep the info for me and then blame people for not acting
  7. Preference for weak employees or candidates, feeling threatened by the super-competent employees or candidates
  8. Focus on small tasks, missing the big picture and favoring details  on a specific task where he is competent
  9. Inability to hire former employees: none of his former colleagues were convinced to join him in his new company or he is simply someone that never mentored anyone or never took time to inspire anyone that can trust him
  10. Not setting  deadlines, the work is done when is done …why bother with time boxed iterations
  11. Favoring consultants instead of growing his staff
  12. Letting his employees feel like an anonym and irrelevant person that does not make any difference if stay or go
  13. Not measuring and not giving feedback based on real metrics and expectations previously communicated and clarified (not on feelings and emotions)
  14. Not telling people what he is expecting from them
  15. Micromanaging
  16. Sneaky boss – someone that is continuously acting or talking behind his employees’ backs so they are never sure where they stand
  17. Managing his boss more than growing his staff , and this is sometimes ok, but in general only to protect his staff or the company from bad decisions coming from superior management
  18. Divide and Conquer – strong believer in internal competition more than in the internal collaboration
  19. Ignoring non-performers – usually we are tempted to build on strengths and recognize top performers, but at the end “A chain is only as strong as its weakest link”
  20. Stealing credit – if we win I will stick my name at the top, if we loose it is definitely because the team is not mature enough or understaffed or ….simply “acted without my knowledge, they need some control”
  21. Not believing that  HIS JOB IS TO BUILD THE TEAM AND THE ORG, AND THE TEAM AND THE ORG WILL FIGURE OUT HOW TO BUILD THE PRODUCT !!!
    My product as a dev manager is the ORG and/or the TEAM.

 

 



Applying the 80:20 Rule in Software Development

clock November 16, 2013 18:58 by author Administrator

80:20 Who uses What, What do you Really have to Deliver

Another well-known 80:20 rule in software is that 80% of users only use 20% of features. This came out of research from the Standish Group back in 2002, where they found that:

  • 45% of features were never used;
  • 19% used rarely;
  • 16% sometimes;
  • only 20% were used frequently or always.

 

http://java.dzone.com/articles/applying-8020-rule-software



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 Welcome to this web site . This page has two purposes: Sharing information about my professional life such as articles, presentations, etc.
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