How to Manage Programmers

This is my view on how programmers (or obnoxious programmers like me) should be managed. Almost all of these things are based on my personal experience, especially learning from the mistakes made by management.

Everybody knows that programmers are probably the hardest people to manage, because the way they work is so different from the norm. The things that are important to them are not usually important to business people and vice versa. Programmers are also delicate little creatures that remember every single mistake managers make.

I have seen numerous cases of mismanagement that it really raises the question whose fault is it? I would say that the finger can almost always be pointed at the upper management and in some organizations at the HR. It’s their job to pick the best managers to manage programmers.

If you are making management decisions in a software company, you have to know your personnel. Many companies are managed by sales and business people, and they have no idea how to manage programmers, because they don’t know what it’s like to be a programmer.

Usually the best companies, for programmers to work in, were founded by programmers and most of the upper management are former programmers themselves. If your upper management consists of business people, I will bet that they will drive most of the programmer crazy with their stupid decisions.

I do realize that the most important goal of every single company is to make money, but at what cost? One buzzword in today’s economical situations is cost cutting. Companies try to save a little money here and there, but they might not realize that cost cutting can actually do more harm than good. Make enough stupid cost cutting decisions, and your best programmers will go work for a company that does not make stupid decisions to save a few cents here and there.

If you are any kind of manager in a software company, follow these simple instructions and you will earn programmers’ respect.

Read Peopleware, again, and again

There shouldn’t be any managers in software companies that haven’t read Peopleware. The basic principles how to manage programmers are timeless. I don’t have a lot respect for managers, if they haven’t read this book. Instead of spending thousands of dollars in so called management training, every single company should buy a copy of this book for every single employee in the company. You simply shouldn’t be allowed to be a manager, unless you have read this book.

Don’t treat programmers like second-class citizens

Example : One company had this big gala to reward all the best sales people and support people. There was free food and drinks, and stupid awards. Pretty much everyone including the managers of programmers were invited, except the programmers themselves. Programmers do not care that much about awards, but I have never seen a programmer turn down free food and drinks.

Don’t treat programmers like they are all the same

There is a huge variance in productivity between programmers, but not necessarily in their salaries. The best sales people make the most money, because it is easy to measure their sales, but companies are reluctant to pay the most productive programmers what they are actually worth.

Of course, measuring programmers’ productivity is really hard, but when someone is a lot more productive than others, it is actually pretty obvious. In what kind of system the most productive programmer, who is clearly at least two times more productive than the other programmers, gets a pay check, which is at most 20 percent bigger?

Don’t try to impress them with your business bullshit

Most programmers don’t care how you run the company, as long as it doesn’t affect their work too much. If you try to push your business lingo down their throat, they will laugh at you. Probably not out loud, but once the programmers get back to their caves, they will rip you apart. Things like this makes you lose all credibility in the eyes of the programmers.

Don’t waste their time

There are so many ways to waste programmers’ time. Basically anything that does not involve development related tasks makes programmers feel like they are wasting their time. Programmers want to spend their days programming, if you don’t let them do this, they will find another job, where they can actually program.

Meetings are the worst time wasters of them all. You should carefully think before inviting programmers to meetings. Is the meeting really worth of disrupting the programmer’s work flow for multiple hours or possibly the whole day? Most programmers should only take part in design meetings and those are not really meetings in the traditional sense; they are more like interactive design sessions.

You, as a manager, should shield programmers from every useless company event that will disrupt their ability to do their job. Programmers will respect the manager who goes the extra mile to let them do their jobs.

Don’t make their work any harder

Their work is already pretty hard. It doesn’t help, if they have to go through bureaucratic loops and holes to be able to do their job. It does not make any sense that they might not have the access to some integral parts of their job, e.g., source code.

If bureaucratic things and environment restrictions prevent programmers from doing their job properly, their productivity will drop, because they are wasting their time doing stuff they don’t want to do.

Don’t treat them like numbers in a spreadsheet

Programmers are not numbers in a spreadsheet. I have seen too many cases of management by Excel. People are moved around in a spreadsheet to match resources and work load. It just doesn’t work like that. Another mandatory book for managers is The Mythical Man-Month.

First of all, programmers cannot be moved to other projects to make the project finish faster, if the project has been going on for a while already. The bigger problem is that programmers usually don’t like to be moved around like pieces in a chess game. I have seen situations, where management have tried to force moving programmers around without asking them, and the results have been less than flattering for the management.

Don’t ignore their opinions

When programmers open their mouth, they usually have something important to say. Bullshitting is something that is more common to sales people than it is to programmers. Programmers are usually quite smart and ignoring their opinions is a recipe for failure. They know what they are talking about. You, as a manager, have to listen to them and let them know that you will value their opinions and show that their opinions truly matter.

If programmers are not listened to, they will not share their opinions anymore and that is not good for anyone. It’s their job to know the ins and outs of technical issues, and ignoring their knowledge is just stupid management. Most programmers don’t want to work for employees that do not value their opinions.

Don’t ignore their efforts

The difference in productivity between programmers can be huge. Even the same programmer can have huge variance in productivity, if his efforts are ignored for too long. Why should anyone bust their ass off and write more quality software than anyone else, if his efforts are completely ignored? He will get the same salary and perks, even if he only works at 25 percent effort, because he’s still getting more stuff done than the rest of the programmers.

Ignore programmers’ efforts long enough, and you will not have any productive programmers to manage. If your company aims at being mediocre, then it’s fine to ignore their efforts, but if your company actually wants to make a difference, do something to acknowledge the achievements of your programmers.

Don’t ignore their requests

Programmers don’t need many things to do their job. A computer with a monitor or two, a proper keyboard, and a mouse are usually enough. If a programmer wants another monitor, give it to him. If he wants a solid-state drive, you better find a way to fit it into the budget. If he wants a couple of books, you should be happy that your programmer wants to learn new things and every company should support that.

Saving money on the things that are essential for the programmer to do his job is brain dead. Programmers don’t spend a lot company’s money and the last place you want to save is on programmers’ tools. Don’t do it, unless you want to alienate your programmers and watch them go to work for someone with proper budget for hardware and software.

Don’t ever lie to them

Be honest. If you make a mistake, admit it. Programmers respect managers, who will admit their mistakes. They have no respect for managers who make bad decisions and then try to put the blame on the programmers. If you are honest, you will show that you are also a human and programmers can relate to you better, otherwise they think you are drinking some vampire blood in your ivory tower.

If you lie to them and they find it out, they will never respect you or listen to you anymore. You lied to them once, why should they believe you ever again? There is no turning back. Be a man and give your position to someone who actually tells the truth to his employees.

Don’t try to fool them with your limited technical knowledge

Most managers are not as technically gifted as the programmers, ergo they are managers. If you belong to this group, do not try to impress the programmers with your technical skills. Good programmers will smell a fake from miles away. Admit that your technical skills are not on the same level, and let them make the decisions about technical issues. You can give your input, but often it is best to keep your mouth shut, unless you are certain that you are the export on the subject.

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  1. Problem: a blog for programmers won’t be read by managers… From what I’ve read in your blog, it is aimed to developers, finding a manager among them is like finding the needle in the haystack.

    Anyway, common sense+standard ideas+personal feelings. All programmers want to be treated well :D

  2. A Manager says:

    dude…if every company works and treats programmers like u said then eventually they will all file for bankruptcy….face it most programmers are not great as well…they spend 40% of their time surfing the internet while the company still pays them….they often lie on estimated hours just so that they can idle away their time……if you let them do what they want then the company will not survive….if you are google then u r okay with that….cause u have enuf ppl to cover up everything….in my 10 yrs of it project management i have learned one common thing….the only way to manage a programmer is treat them as a commodity…identify clearly what is i/p and what is o/p…this keeps every one happy….the sales guys, the upper management…..and every1 goes home happy….

  3. Owen says:

    @A Manager – It’s a shame that in 10 years of project management you have failed to learn to spell, type, or understand programmers.

    One thing that managers routinely fail to understand is that programming is an art. Unlike most other contracting (plumbing, carpentry), you can’t count on there being a single, well-traveled path to completing a specified task. Sometimes it actually takes idle staring at the screen (or surfing, or video games, if you want to get extreme) to come to the required holistic solution.

    Programming, when treated like a commodity, is not artistic, not elegant, not its best. Programmers that would allow themselves to be treated like a commodity are obviously not going to give you their best work, and perhaps the work conditions you provide and your programmers response to it are what have forced you into your conclusions about programmers.

  4. Jeff Bain says:

    @A Manager-
    Much as spending time surfing the internet might seem like just dicking around to you, to many programmers, it isn’t. For a vast majority of programmers it’s impossible to be at top productivity for an entire day. You go in, and you blast out a great deal of great code, but most of the time even in optimal conditions it’s hard to get more than 2-4 hours of it in a day. Any more just leads to burnout. Instead, we tend to fill the rest of the time thinking, planning, working on lighter less mentally strenuous development tasks, or just plain reading up on new and interesting programming things.

    If you’ve found programmers that can work a full 8 hours every day banging out code just because you’re getting on their ass then they are either lying to you and not at all happy with their jobs, or they’re not very good developers who care more about hanging onto a job than anything else.

  5. Vesa Suontama says:

    Well well… Let’s see how I score on this one :)

    @Ruben Berenguel: Needle in a haystack here.

    I could sign each of the commandments above, but putting them into use is hard. Especially if you are being pushed from above with more traditional views.

    Programmers are artists, so maybe they should be paid like artists? Given loads of money for master pieces, and nothing for the junk. The truth is that there is only certain amount of really “artistic programming” out there (at least in a smaller company), and most of the time it is just “patching” the old software to keep the boat from sinking.

    Also many programmers are not very loud about their opinions. I would rather say that many times they are too quiet, so my job (as a manager) is harder as I have to guess feelings and hopes.

    You should write about how programmers should communicate and behave in groups :)

  6. A Manager says:

    @owen…..that is a very judgemental statement..very typical of a programmer…what ever i wrote is something i have learned in 10 yrs of my experience and its because of this..i have
    been successful in completing projects on time and on budget every time….

    Unfortunately most programmers have always lived in a fantasy world of comic books, super heroes, video games and internet porn……things that make you believe that the whole world revolves around you..which is so very untrue….the whole ecosystem works in harmony with everyone equally involved….but a programmer always believes that the product gets sold because he actually thought about the ifs…elses..etc….mgmt does not treat u like contractors….they pay you almost 6 figures and/or 100 $/hr….and in return they expect you to perform….there is reason why no 1 pays house contractors so much money….

    to add.. times are changing..unfortunately with the advent of cheap foreign virtuous labor..the ideal world described by u no longer exists…..programming languages are getting more and more easier….come on…be honest…how much time does it take to wack out a php site…itz a dumb down language with everything pre-engineered with tons of libraries and open source s/w all around to copy source from……

    @jeff… one gets information via facebook, twitter, or their respective country’s news sites…i have traced logs and found ppl spending 40-50% of their time reading newspapers online…..if you do not program or churn out valuable code then as a honest worker u should not charge for these hours…if someone pays you to work it is imp. for you to produce…if u hire someone to do your housework…u expect that person to work for every hr that he is charging u…its the exact same thing….to prove my point… i m sure this article will get much more reads and responses tomorrow than today…cause ppl will be reading it while in office….

    to conclude….stop leaving in a fantasy world…u r part of a bigger ecosystem…everything does not revolve around you….there is a reason why u get paid more than most professions… don’t expect to be treated like most professions….there is more to business than programming….selling is way more difficult than coding….hence they get more recognition and money….programming is way more difficult then plumbing hence they get more money….as simple as that….

  7. Alberto Contador says:

    Your Peopleware book is out of print. It costs $170 used. Must be a good book.

  8. @Vesa Good suggestion. I could write about communication next.

    @Alberto Wow, I didn’t realize that. Maybe I should sell my copy :)

  9. Alberto Contador says:

    How to manage programmers:
    (a) Treat them as the technical experts – because that’s what they are.
    (b) Listen to them.
    (c) Make sure they stay focused – programmers love solving hard problems, even when the problem isn’t worth solving.
    (d) Never TELL a programmer what to do – suggest.
    (e) Remind them of the purpose of what they’re doing over and over again (related to c).
    (f) Be grateful you have a technical resource that can do this stuff.
    (g) Make them TALK to each other. Not email or IM, but talk.
    (h) Accept that not all programmers have great people skills – it’s not what they’re paid for. A good manager can work with that.

    And so on.

  10. DocOnDev says:

    A programmer wastes time on the Internet like a sales person wastes time on the phone.

    Take either tool away and see how it helps with productivity.

  11. HR says:

    Nice entry. :)

    BTW, Abebooks has Peopleware from USD 20 onwards, and eBay has it for less than USD 20.

  12. varchar20 says:


    I think you’re failing to see the point many programmers make when bitching about bad management. The biggest problem is that often the project managers aren’t programmers (sometimes not even familiar with what they’re dealing with) and there’s no way for them to understand what the coder goes through during production. The bottom line in my opinion, is why are managers telling programmers HOW to do their job? Just give a deadline (that has been discussed with the programmer since often project managers will have no idea what the production time could be) and trust your programmer he/she will deliver (that’s why they got hired right?).

    If the project manager has a strong programming background, I think most of the points on this blog are followed. I’m lucky enough to be under one of them, and they fully understand project deadlines and the fact that if I watch a video here and there doesn’t mean I won’t hit the deadline.

  13. anonymous says:

    @A Manager

    fail troll is fail

  14. Marcelo L says:

    @A Manager: How provincial of you. How long have you been out of mainline development. Careful answering, I’m a manager myself, yet keep my hands “messy”. And don’t try the “You’re not a real manager” line with me Mr. that doesn’t fly here. I’ve delivered enough products with enough teams from IBM to yesterday’s startup to know. It’s specifically your attitude that leads to the downfall of projects. That negativism, you should really seek out help for that, because it speaks to some deeper seated issues with control. Which is, after all, what is expected out of most of us managers. That we control or herd the sheeple. I’m PMI and Agile ( CSM ) so your myths don’t fly here. Do some programmers goof, of course they do. If they goof, it’s because they’re engendered to do so. If commitments aren’t being met, it, course requires some meeting of the minds, but barring that, I get more productivity out of my guys by being straight with them. I might be their friend, but at the office I’m not a “buddy”, we’re here to get work done, and if we have fun, that’s fantastic, let’s put that positive energy to good use.

    On a different note, reducing people down to digits does that to yourself, don’t think you’re not having a measure placed on you by the higher ups, if that’s your corporate culture. Are you being paid something, of course you are. But I do agree on some points, some of our “geekier” folks do spend a little too much time on geek pursuits ( thanks guys, but really, keep those links to Double VIking and where they belong ). Still, I find that contingent to be very small by comparison.

    Now as to the less expensive workforce you refer to. I can’t argue with you there, however, after a dozen projects employing their assistance, I still find that there are serious downsides to dealing with them ( invariably having to spend $$ here to correct issues )…and it usually grind down to the PM’s not doing due diligence in defining requirements…….surprise !

    @vesa if you want to know more about how programmers should communicate in groups, then you should read “the five dysfunctions of a team”.

    @owen – You realize that you ( and even I ) are probably losing time in trying to get “A Manager” to understand things from a different perspective. Most growth comes from internal change and that’s something he doesn’t sound too apt to be open to.

    @varchar20 – And hence why the PMI is good for one thing, and one thing only….control. Risk Management, Matrix Organization, WBS, RBS…all measures meant to give someone warm control fuzzies. Nothing substantial applicable to real progress. Most PM’s today do NOT have a technical background, and it invariably turns into an issue of HR ( and the associated upper management ) of having improperly cast a person with no real technical understanding of the tasks involved ( the person doesn’t have to program, but it would help if they had SOME basic experience in writing software beyond “Hello World” ).

  15. David Simpson says:

    im with A Manager……..programmers….waste…..too…much….time……use….force…….

    i.use..a…. …stick…….and…..make.sure… . ….to…hit…….least…once..when ..they…….my .comapny.. ………then……teh….are..scared…..and….will….do…what…… ..i….say

  16. Dutch says:

    It seems that just because you’re a programmer, you think you deserve special treatment. I consider myself a fairly talented programmer and ya, I get annoyed by the same things you do, but I don’t go around thinking I am God’s gift to the company. You have to realize that programmers are not the only valuable people within the company. Upper management doesn’t get the credit they deserve — they make decisions that make the company money. Just because you can code, doesn’t make you special, buddy. The real value of a programmer comes when they significantly change the growth or income of a company. Stop crying and grow up!! You will never be appreciated just because you have some knowledge — you have to prove yourself and make a difference. To be honest, I hope you stay the way you are, because that only makes me look better. The last thing a manager wants is some stuck-up programmer that has all these childish demands.

  17. A Manager says:

    @Marcelo…good points…i do understand what u r saying…i was optimistic …but lot of people have passed along and hence the attitude..there are some really good folks too who get treated the right way and get bonuses and raises……yes i was a programmer too..but @ those times the internet was expensive so no1 would wander….and trust levels were very high among peers ..right now its so easy for a programmer to find a job that they just don’t care or have any attachment to the job…again not every1 is like this but over time more and more ppl that are hired seem to be this way…… me on this… in next 10 yrs programming will become more and more of a commodity and it is all because of the attitudes/demands of programmers as reflected in this blog….

    Also PMI, Agile,scrum etc etc are processes created just because most programmers are lazy….and to tackle them in a professional manner people ended up creating all these kinda processes so that you can tell some one who is a highly paid white collar worker to produce a quality product ….something that should be expected…..

  18. John Farrell says:

    This blog post could read How to Manage *Somebody in a Professional Career*.

    Its nothing special and everything you’d expect a non-manager to say.

  19. Harry Simons says:

    Tuomas, What you have written is absolutely true. Also, you have argued for programmers as if they were a ‘species’ by themselves. At times I was even lol at your keen and excellent observation…

    > One company had this big gala

    This happened to us programmers once many years ago. Fortunately, amongst us, there was one senior enough programmer with enough guts to complain about it loudly and bluntly enough to culprits behind it all. Next time, some of us felt that we were not just welcomed but welcomed like heroes! We couldn’t help but silently laugh ;-)

    Excellent post, thanks.

  20. lazy programmer says:

    How funny. A manager demanding 8 hours of productivity from programmers. What is it exactly that you do 8 hours in a day that is anywhere near as productive? Telling other people to work harder? There are very few jobs where a person is productive 100% of the time. It’s just easier to require that from programmers since their job is about sitting on a computer and typing something. Most other jobs require some kind of a physical activity or other intermediary tasks that create natural breaks. Perhaps low skilled assembly line workers excluded, but apparently that’s what you perceive your programmers as?

    I think programmers are smug and slightly demotivated in a corporation that treats them like monkeys because they know they could as well work for themselves, having the real skills to create whatever it is that needs creating. Whereas almost everyone else is ultimately dependent on them (at least in a software company). This is probably every programmer’s dream, but once you’re established in a job it’s harder to break out on your own.

  21. Agrees with Dutch says:

    @Dutch +1

  22. programmer says:

    @David Simpson Was your previous job a pet keeper or a dog keeper? You seem to be an a**h*l* :D :P

  23. programmer says:

    @ A Manager – You mentioned trust levels: Let me point out something – The trust levels deteriorating because of managers who try to spy on “True programmers” and try to take off their freedom… Never do that man… You trust them, they trut you and will be more productive…

  24. Sujen says:

    At my work, they finally fixed the coffee. Brewed at 200F and stored in glass vacuumed dispensers. Then they non-chalantly ask me if its any better. How do you say ‘holy fucking shit you aren’t giving me piss water anymore; I’ve been done with my projects since an hour after my first cup” nicely.

  25. Thanks for the comments, everybody. There are a lot of comments on Reddit and this one dude has figured me out :)

    The writer is an arrogant jerk. As a programmer myself, this dude hits some key points but really takes arrogance to a new level. It is people like him who are “difficult to manage” because they think the are God’s gift to earth. Jerk-off.

  26. Love this thread says:

    Ha ha! 10 points Sujen!

    To me the bottom line is that if you’re operating in a knowledge industry (like software development), then your people are your key assets. Business does actually need to find ways of keeping its people (programmers in this case) happy as far as is reasonable. Standard human qualities such as respect, honesty, transparency, inclusiveness, etc. go a long way – and there’s really nothing revolutionary about them!

    On the other hand there are of course reasonable limits to how far any company can bend to accommodate its workforce, programmers or otherwise. As always, it’s a balancing act. I’ve met programmers that have notions so far removed from reality there is just no ways any company or project manager can accommodate them. Sometimes you just have to say no.

    Anyways, great thread Tuomas!

  27. Amber Shah says:

    This is a good post for any manager with a lackluster development team, whether with poor productivity, high turnover, etc. It’s not necessary to do all of these to the fullest extent, but it’s a good way to spot problem areas in your own management style.

    The trust issue is a biggie. The fact is that you have have poor developers (especially ones that arent able/willing to learn to be great, and without a strong technical leader) then you’re screwed whether or not you trust them. Same for if you have smart people, but who are too lazy to get real work done.

    However, if you have truly smart and hard-working developers, then you HAVE to trust them. No one who is good at their job needs to put up with micro-managing, especially not developers. If you don’t, then they will leave. Then you wil be back to screwed.

  28. Some Coder says:

    I am from India, managers/leads are a species of their own.

    The thing is that loads of managers were programmers earlier and in here outsourcing sweat shops make programmers work really harder and longer. So when these programmers grow as managers, they just do the same, make their programmers work really harder as they did.

    I have meet quite a few outsourced developers, who started their carriers with good enthusiasm and passion but over the years due to the practices of “Managers” now they just code for Money and act like politicians. At the end it is the quality of code that suffers.

  29. Krish says:

    Very nice have represented the fact very well…

  30. Obviously “A manager” is a troll. Anyway, @vesa I’m glad I found the needle here. I’m on University research, which is somewhat similar to what programming can sometimes turn to. I’m supposed to do my thesis… But I just can’t come and start producing theorems. Some days are “aha!” days, and some others I just feel I need another cup of coffee just to read my e-mail.

    People in more bureaucratic positions can *waste* their time doing anything, end the day and feel overly productive. I.e. a manager yelling each one of its programmers to work harder and stop looking at twitter will feel that he had a productive day, when he did nothing. Nothing of value was added to our society, just a bunch of programmers got pissed off because they were thinking about something while staring at twitter’s stream and now the thought was broken.

    Good management with creative people should involve a “Let it go” feeling. Don’t micromanage, just let a month roll. If one specific programmer didn’t cover what he was supposed to do in a month, talk. If he does it two months straight, start looking at what he does, if not, he is a productive element, period.

    It is not that hard, I think, but the era of pointy-haired bosses is still here for at least 20 more years, I bet.


    Btw: Thanks for the visits from this blog to mine, I’ll have to link to you soon ;)

  31. Nice article, now I know ‘lil bit how to manage programmers. Good job! :)

  32. otatop says:

    I’ve really simplified how I deal with people like “a manager”. At my last company, I was a low level software engineer where they treated us as a commodity. I left. The bad programmers will stay at such companies but the truly good programmers find better jobs.

    As for wasting time on the internet, if my company would get me the machine I requested I wouldn’t have time to read this blog while waiting for my code to compile…

    Granted though, I do like managers that keep a focus on productivity. There is two key things to it though. Making sure people are getting work done and not wasting time is one thing. That has to be coupled with management listening to obstacles brought up by development and acting on it. If you have both, then you’re a good manager that’s trying to keep his team productive. If you only focus on the first but not the latter, then you’re just a jerk.

  33. Bitter Web Veteran says:

    Wow! I am truly shocked at the arrogance of the writer. Although I agree with the points discussed, I have to say as a developer/programmer myself, there is quite a bit of entitlement here. I think all people deal with similar issues no matter their career and there is no exception for programmers. I think I wasted enough time even reading this uneducated and juvenile rant.

  34. cj says:

    “Programmers want to spend they days programming.”

  35. @cj Fixed, thanks for pointing that out.

  36. mgr_twofold says:

    Its a fairly good thing to say that programmers are needed in the good chuck and quantity and there is always a shortage of these folks.
    Soon there will be application builders , which will provide managers to create functional flow and these folks will not get jobs.

    Being a manager, its not difficult to handle species, pampered lot. Many a times 50% do not produce what is expected out of them. Reality check will educate you that 50% know only basics and do not apply their skills to customer business. If you interview a sample , good lot of them will not know , what is the business of the customer for whom they are building the application? What are critical success factors for the application to be useful and competitive for their customers ?
    Have seen some folks where the invoice will take 10 minutes to print ? Imagine a patient admission taking 10-15 minutes for critically ill patient, this species would have killed many before the admission itself.

  37. Adolf says:

    @Manager “Also PMI, Agile,scrum etc etc are processes created just because most programmers are lazy”
    I would actually say that processes like this were created to help circumvent the bureaucratic elements of the development life cycles. For example waiting for adjusted project plans from project managers (maybe with 10 years of experience) who are too busy surfing programmer blogs to start a flame war. I wonder who will be the first to call someone else a Nazi….

  38. Aidan says:

    Great article. Great programmers think alike and you have made their voices heard. Kudos!

  39. bustanil says:

    I almost cried reading this article. I am sending the link to this article to my manager :D

  40. roland says:

    A programmer deals with codes and machines. Try to understand, someone who spend most of time with a machine that never makes faults and never lies as well as never plays any political tricks, will obviously expect a logically true world ( :( ). Again a manager should understand that his coloring ( :) ) activities with the clients is never touched by the programmers.

    I was in active development and now to manage the developers. A manager with programming background is of no alternative, i feel. Programmers are just like other employees but the small diff is, they hate being commanded by disqualified managers with diff backgrounds.

    As i was a programmer, i can suggest all managers not to think programmers as just workers in a factory :( and don’t try to prove yourself more talent, though you may be ( I hope you must are……my 4 years ago boss is now in same position and i am now his supervisor :) ).

    As a manager, i can say to all programmers that don’t think yourself enough smart to cheat you boss, your manager is on their position for their intelligence, be careful. Moreover they are always on for giving you support and back up when you fail. Again, human and machine are not same.

    ‘Alberto Contador’ said the main point, ‘Make them TALK to each other. Not email or IM, but talk.’

  41. If only more than 51 people could hear about this!

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  9. How to Manage Programmers | One/bin