The main technical managers is with people, do things, see directions. It refers to people with the ability to train team members, team building, etc. echelon; completion of the work refers to business needs; see clear direction refers to the team's future development direction and goals.
We often debate "do not have to write managed code that" this topic, and "writing code" only "work" inside job. In fact, because the manager is responsible for the entire team's performance, so in theory, as long as the team needs to be done, they can become managers need to do, but a person can not be done alone the whole team to do things, so managers need to make arrangements to work, to decide what to do themselves what the actual situation, which may allow other members of the team to do it.
Organization of work you want to do, first of all have to work in the classification, the general practice is to work into an important and urgent, important not urgent, urgent unimportant, not urgent unimportant. So how to define what is important, what is urgent thing? The entire time a geek point of view "about technology management real 36" columnist to answer this question:
- For the "planned work" to see income is large enough. Return bigger and more important, the greater the need to give priority to match, resources and attention; income is relatively small, it is placed in "To do list", to be treated as a task to do.
- For the "unplanned work" to see the loss is large enough. The loss is large enough, it is in accordance with the urgent task is scheduled to stop at the core purpose; if the loss of control, to put "planned work" list.
Technology managers should focus their work on (for managers, technical means of research, needs analysis and assessment, technology assessment and scenario analysis, norm-setting team, the code quality control, etc.) on the "important not urgent" things, and to ensure that members of the team focus on the "important and urgent", "important not urgent" things above (for the crew, "means that the demand analysis, technical design, coding), if the project is not planned in the original schedule task, but suddenly beeped needs and schedule is very tight, so it becomes "important and urgent" matter.
The primary responsibilities of the Technical managers is to control the pace of work of a good team, making the team play fighting 1 + 1> 2. Reflect a team fighting the biggest is whether there is sufficient basis for key outputs, if the team everyone is trapped in the "Emergency important" and "urgent unimportant" things, that the team will not have a significant output, therefore, managers should try to make the team members do not participate in the "emergency important" and "urgent unimportant" work up. This matter involves two types of very mixed range, including various inter-departmental meeting to explore the idea of temporary staff products, fire line, and various summaries of reports, and more like chores, and therefore many people manage to do is to ridicule team odds and ends.
In view of the technical managers have a lot of chores to do, so technology managers should try to avoid yourself into the "important and urgent" work up. "Important and urgent" things have on the project schedule and strict requirements, require that the project implementers put all our energy into it, and too many chores so that managers can not bound to the strict implementation of the project plan, which not only will make managers exhausted , exhausted, but also bring greater risk of delay to the project.
All in all, technology managers in the analysis of what to do things, must always be considered from the perspective of the entire team, the team's overall output that is the technical manager of the output, then do something specific that will clear.