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Managing Technical People |
MondayPresentation |
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One of the major contributing factors to poor state of practice in
software is the irrational management of projects. Executives accept
schedule commitments when the engineers offer no evidence that they can
meet these commitments. Engineers agree to dates when they have no idea
how to meet them. Project Managers (PMs) concentrate on the work to be
done and pay little or no attention to the disciplines with which the work
is done.
Also, variation between people has enormous implications for how we manage
people as well as how we can predict performance.
This presentation shows PMs how to manage themselves, take charge of their development, set leadership standards, motivate their technical staff to create high achievers. This presentation combines lectures with class discussions and exercises. The material is drawn from Watts Humphrey's Managing Technical People, Peter Drucker's Managing Oneself and the author's 30+ years experience leading technical professionals. |
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Monday - April 19, 2004 8:00 - 11:30 |
Track 8 |
| Speakers: | |
| Girish Seshagiri | |
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Presentation: Not Available |
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