The process of creating a software product usually involves several people or even a team. The number of participants and the complexity of the product may vary. The entire development process must be managed by someone, otherwise the project will get out of control and will not be completed. The IT manager is in charge of this business.
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IT-manager manages the product development department, plans the work process, defines the goals and requirements of the product, keeps track of deadlines, together with the developers determines the realization of the product, plans together with the marketing department the product concept, its cost and market promotion.
As a result, the IT manager deals with and participates in all the stages of the software product development: from the creation idea to the promotion of the product on the market.
When the decision is made to develop a new product, it falls on the shoulders of the manager to plan the entire process of working on the future project. This includes such things as:
When it is decided exactly how and by whom the project is to be developed, the question arises about the organization of the workplace, the necessary tools, and anything else that may be needed for full and uninterrupted work.
The manager ensures communication with the development team, including freelancers, outsourced freelancers, and other companies. The manager may also be responsible for communicating with customers or the customer of the product, finding out requirements or clarifying any changes.
In general, the manager handles all organizational issues that are related to the project and creates a working environment for the team.
The team is the most important part of any software product development. Every large company has its own in-house developers, designers, marketers, etc. Sometimes, for infrequent work, outside specialists may be brought in. If the company is small, the employees are usually involved from outside for a certain period of time, only at the time of the project creation and its launch.
On the shoulders of the manager is the task of selecting the right specialist for the team. The decision to hire a high quality and expensive or a cheap but less professional one will depend on the specific project and tasks to be performed.
When implementing a software product, misunderstanding between team members is possible. Therefore, a manager should be able to set up an attitude within the team so that personal interests do not affect the work process.
Everyone is used to believing that control is when you are constantly watching every move of a person and hovering over his soul. Control in the work of a manager means not only control of the team, but also control of all the processes of the project as a whole. This applies to the financial part, the technical part, hiring, development deadlines, and other things. Control of the team must be invisible from the outside and uninhibited to anyone. It is necessary to encourage the team themselves to come up with ideas to improve the product, to report on difficulties that arise in time, to offer options for solving these difficulties, to report on the progress of tasks.
The manager is in charge of guiding the team on the right path. If something is not going as planned, the manager must take action to get things on the right track. The manager must not just keep track of the process, but push the team members forward to get things done. It is important to motivate the team in every way possible and find everyone the right key. Provide employees with what they want in return for fast and high quality fulfillment of their goals.
An IT manager must be able to objectively assess not only his own strengths but those of his team. It should not be allowed that at the most appropriate moment, someone from the team is exhausted and can not perform their tasks as effectively as they did before.
A manager should never take over all tasks and handle them on his or her own. You can't just pick up and go broke on all tasks. It is important for the manager to properly build trust within the team and delegate some of the tasks to be done. In this way, delegating will help increase the speed at which tasks are completed and will be beneficial to the growth of the professional to whom tasks are assigned.
Yes, an IT manager is a managerial position, but it is often just as much an employee as a developer. The only difference is that the developer is only responsible for his area of responsibility, and the manager is responsible for the result as a whole.
Submitted 1 day(s) ago by neilsmith