Management Perspective
All of us have been managed at some point in our working careers. Employees managed by many managers gain an insight into what makes a good manager and what does not. Working on many projects allow one to learn what succeeds and what does not. Team dynamics are influenced by selection of good people or growth of existing teams into teams which excel. Successful managers have learned from excellent mentors and from the mistakes of prior managers early in their own careers how and how not to manage. What works and what does not. There is never a perfect solution to meet all the varied personalities of a team but there is always compromise and understanding which are nurtured as a team grows. Good managers meet challenges on all fronts and are vigilant to prevent problems before they start.
One point from the rank and file is clear. Professionals have less respect for a manager which can't identify with the tasks he or she is assigning or managing. Professionals have a great deal of respect for managers who are ahead of the technical curve and who at least have the Architectural key concepts down cold. Professionals also respect management who can identify and have "been there and done that" with the problems at hand. Many of the software design cycles are classic.
What makes a project a success? Is it just getting it done on time? Yes, getting it done on time is essential. But, what about the next project? Did the team get burned out and lose cohesion in the heat of the battle? What marks a good Manager are team members who follow and stick with him/her from one project to the next. This makes good business for the company as a team with "manager X" who can always be depended on to meet schedule and hand off tasks to the respective key Q/A, product and support teams when the initial development is done.
A manager does this by a blend of experience and instinct. This is the art of managing people and the art of success and leadership. A good manager a large part communicator and also part salesman/evangelist with a good measure of technologist.
I was able to leverage the experience I gained from my mentors - my past managers into management positions of my own.
I have managed a MOPIER prototype design and patent cycle at HP.
Also interesting was a video switcher assignment managed at a large Satellite broadcast facility for Sony.
I have managed the screening process for many new hires at HP Cupertino for firmware positions.
I have managed multiple firmware projects for HP boot firmware between HP's Colorado, Roseville and Cupertino server divisions including new Architecture and Testing.
I have also managed high profile customer escalations between HP and Home Depot.
I have managed an OEM vendor relationship between HP's hardware division in Roseville and Pioneer's research facility in Los Angeles.
I look forward to discussing any management objectives I may obtain to help your company move ahead.