Comments on: Micromanagement http://blog.brodzinski.com/2006/11/micromanagement.html Dealing with software projects in real life Thu, 18 Mar 2010 09:08:08 +0000 http://wordpress.org/?v=2.9.2 hourly 1 By: SBL Software Solutions http://blog.brodzinski.com/2006/11/micromanagement.html/comment-page-1#comment-1765 SBL Software Solutions Mon, 16 Feb 2009 07:14:00 +0000 http://blog.brodzinski.com/2006/11/micromanagement.html#comment-1765 Severe forms of micromanagement usually completely eliminate trust and can provoke anti-social behavior. They often rely on inducing fear in the employees to achieve more control and can severely affect self-esteem of employees.<br/><br/>"Regards,<br/><a HREF="" REL="nofollow"> SBL - software development company</a><br/>http://www.sblsoftware.com" Severe forms of micromanagement usually completely eliminate trust and can provoke anti-social behavior. They often rely on inducing fear in the employees to achieve more control and can severely affect self-esteem of employees.

“Regards,
SBL – software development company
http://www.sblsoftware.com“

]]> By: Pawel Brodzinski http://blog.brodzinski.com/2006/11/micromanagement.html/comment-page-1#comment-1764 Pawel Brodzinski Wed, 22 Nov 2006 18:22:00 +0000 http://blog.brodzinski.com/2006/11/micromanagement.html#comment-1764 There's a simple method to restrain a temptation to look for Wallys in a team/project/whatever: imagine there were no "Wally" and you personally had to do all his work. Would you really do it better? <br /><br />If the answer is usually positive you're either a genius or (most likely) just mistaken. There’s a simple method to restrain a temptation to look for Wallys in a team/project/whatever: imagine there were no “Wally” and you personally had to do all his work. Would you really do it better?

If the answer is usually positive you’re either a genius or (most likely) just mistaken.

]]> By: Austin Bob http://blog.brodzinski.com/2006/11/micromanagement.html/comment-page-1#comment-1763 Austin Bob Wed, 22 Nov 2006 04:41:00 +0000 http://blog.brodzinski.com/2006/11/micromanagement.html#comment-1763 There was a good article a few years ago in the Harvard Business Review by Jim Collins entitled "The Triumph of Humility and Fierce Resolve" ... it is really aimed at CEO-types, but I have adapted it pretty successfully to my "Project Rescue Operations" consulting practice. <br /><br />The thing about Dilbert is that while "real" managers are (at least usually) trying to be competent, they sometimes come off looking just as clueless as Dilbert's manager. And, of course, from a management perspective, it is easy to begin to believe that Wally keeps showing up on your project in different incarnations.<br /><br />Oh well ... Onward through the fog!<br /><br />http://hither-and-yon.blogspot.com/2006/11/why-projects-fail.html There was a good article a few years ago in the Harvard Business Review by Jim Collins entitled “The Triumph of Humility and Fierce Resolve” … it is really aimed at CEO-types, but I have adapted it pretty successfully to my “Project Rescue Operations” consulting practice.

The thing about Dilbert is that while “real” managers are (at least usually) trying to be competent, they sometimes come off looking just as clueless as Dilbert’s manager. And, of course, from a management perspective, it is easy to begin to believe that Wally keeps showing up on your project in different incarnations.

Oh well … Onward through the fog!

http://hither-and-yon.blogspot.com/2006/11/why-projects-fail.html

]]> By: Pawel Brodzinski http://blog.brodzinski.com/2006/11/micromanagement.html/comment-page-1#comment-1762 Pawel Brodzinski Sat, 18 Nov 2006 11:18:00 +0000 http://blog.brodzinski.com/2006/11/micromanagement.html#comment-1762 Oh, I missed Dilbert's Manager demon - somehow I assumed that manager is at least trying to be competent and sometimes that's not true.<br /><br />You're also right about the success which endroses manager's belief about his infallibility and wide and deep knowledge about everything. Oh, I missed Dilbert’s Manager demon – somehow I assumed that manager is at least trying to be competent and sometimes that’s not true.

You’re also right about the success which endroses manager’s belief about his infallibility and wide and deep knowledge about everything.

]]> By: Austin Bob http://blog.brodzinski.com/2006/11/micromanagement.html/comment-page-1#comment-1761 Austin Bob Fri, 17 Nov 2006 20:48:00 +0000 http://blog.brodzinski.com/2006/11/micromanagement.html#comment-1761 Good thoughts. I especially like your "demon" metaphors. <br /><br />As a software project manager (and manager of project managers) who was once a very good coder, I am certainly aware of the temptations. It seems to me that the key is to avoide the "Dilbert's Manager Demon" ... the one that says "Everything I don't understand is easy."<br /><br />It is <i>very</i> easy ... especially as a project begins to have real success ... to forget that as the PM you may have the best view of the overall direction, but somebody knows more than you do about everything (even if that takes several somebodies).<br /><br />http://hither-and-yon.blogspot.com/ Good thoughts. I especially like your “demon” metaphors.

As a software project manager (and manager of project managers) who was once a very good coder, I am certainly aware of the temptations. It seems to me that the key is to avoide the “Dilbert’s Manager Demon” … the one that says “Everything I don’t understand is easy.”

It is very easy … especially as a project begins to have real success … to forget that as the PM you may have the best view of the overall direction, but somebody knows more than you do about everything (even if that takes several somebodies).

http://hither-and-yon.blogspot.com/

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