Editorial note: I originally wrote this post for the NDepend blog. You can check out the original here, at the site. If you like this post, head on over, and check out more at the site.
Managing a team of software developers is a tall order. This is doubly true when the line management includes both org chart duties (career development, HR administrivia, etc) and responsibility for the team’s performance when it comes to shipping. In this case, you’re being asked to understand their day to day performance well enough to evaluate their performance and drive improvement, in spite of the fact that what they do is utterly opaque to you. It’s like being asked to simultaneously coach a team and referee the game for a sport whose rules you don’t know. As I said, a tall order.
I’ll grant that, if you’re a manager, you may have been technical at some point, perhaps even recently. Or maybe not, but you’ve been around it long enough to pick up a lot of concepts, at least in the abstract. But in neither case, if you were asked what, exactly, Alice coded up yesterday, would you be able to answer. Whether it’s due to total lack of experience, being “rusty” from not having programmed in a number of years, or simply being unable to keep up with what 8 other people are doing, their work is opaque to you.
As with coaching/refereeing the game that you don’t understand, you can pick up on their body language and gestures. If all members of the team appear disgusted with one of their mates, that one probably did something bad. You’re not totally without context clues and levers to pull, but it wouldn’t be hard at all for them to put one over on you, if they were so inclined. You’re navigating a pretty tough obstacle course.
And so it becomes pretty easy to make mistakes. It’s also pretty understandable, given the lay of the land. I’ll take you through a few of the more common ones that I tend to see, and offer some thoughts on what you can do instead.
The opacity of the development team’s labor creates a situation in which it’s easy to feel as though you don’t have control. And a perfectly natural impulse in such a situation is to overcompensate and try to exert as much control as possible. The overwhelming majority of folks that micromanage don’t think to themselves, “I want to be an insufferable control freak,” but rather something along the lines of, “I just need to get really involved for now while we’re facing this deadline, and then I’ll back off when things settle down.”