Feedback, compensation, coaching, promotion, and legal documentation are all covered, as well as a variety of new alternatives that produce better results for both managers and employees.

    Schmitt shows how to bring bold thinking into your business by sourcing big ideas and executing them creatively.

    These companies, to be sure, broke new science and engineering ground—yet their most lasting legacy may well be their pioneering approach to business itself. They blazed a path that led to Intel, Apple, Oracle, Genentech, Gilead, Sun, Adobe, Cisco, Yahoo, eBay, Google, Salesforce, Facebook, Twitter, and many, many others.What causes a fledgling company to break through and prosper? At the highest level, the blueprint is always the same: An upstart team with outsized ambition somehow possesses an uncanny ability to surpass customer expectations, upend whole industries, and topple incumbents. But how do they do it? If only we could observe the behaviors of such a company from the inside. If only we were granted a first-person perspective at a present-day Silicon Valley startup-cum-blockbuster. What might we learn? This document—the story of Data Domain’s rise from zero to one billion dollars in revenue—is your invitation to find out. For anyone curious about the process of new business formation, Tape Sucks offers a provocative, ripped-from-the-headlines case study. How does a new company bootstrap itself? What role does venture capital play? Why do customers and new recruits take a chance on a risky new player? Frank Slootman, who lived and breathed the Data Domain story for six years, offers up his clear-eyed, “first-person shooter” version of events. You’re with him on the inside as he and his team navigate the tricky waters of launching a high-technology business. You’ll feel—deep in your gut—the looming threat of outside combatants and the array of challenges that make mere survival an accomplishment. You’ll catch a glimpse of an adrenalin-fueled place where victories are visceral, communication wide open, and esprit de corps palpable. The upshot is that the principles of the early entrepreneurs of Silicon Valley are alive and well. Their straightforward ideas include employee-ownership, tolerance for failure, unfettered meritocracy, faith in the power of technology breakthroughs, a preference for handshakes and trust over contracts and lawsuits, pragmatism, egalitarianism, and a belief in the primacy of growth and reinvestment over dividends and outbound profits. Tape Sucks is an honest, informed perspective on technology wave riding. It allows you to observe a high-growth business at close range and get an unvarnished picture of how things really work.

    And in a perfect world, those who produce the best code are the most successful. But in our perfectly messy world, success also depends on how you work with people to get your job done.In this highly entertaining book, Brian Fitzpatrick and Ben Collins-Sussman cover basic patterns and anti-patterns for working with other people, teams, and users while trying to develop software. It's valuable information from two respected software engineers whose popular video series, "Working with Poisonous People," has attracted hundreds of thousands of viewers.You'll learn how to deal with imperfect people--those irrational and unpredictable beings--in the course of your work. And you'll discover why playing well with others is at least as important as having great technical skills. By internalizing the techniques in this book, you'll get more software written, be more influential, be happier in your career.

    The PMBOK® Guide – Sixth Edition now contains detailed information about agile; while the Agile Practice Guide, created in partnership with Agile Alliance®, serves as a bridge to connect waterfall and agile. Together they are a powerful tool for project managers.

    Thank you, Scott, for a wonderful book that has changed my life!" --Scott Alexander"Compelling...startling...I recommend it for everyone!" --Scott Alexander

    Their rules of thumb and coaching advice are great blueprints for new and experienced software engineering managers alike." --Tom Conrad, CTO, Pandora "I wish I'd had this material available years ago. I see lots and lots of 'meat' in here that I'll use over and over again as I try to become a better manager. The writing style is right on, and I love the personal anecdotes." --Steve Johnson, VP, Custom Solutions, DigitalFish All too often, software development is deemed unmanageable. The news is filled with stories of projects that have run catastrophically over schedule and budget. Although adding some formal discipline to the development process has improved the situation, it has by no means solved the problem. How can it be, with so much time and money spent to get software development under control, that it remains so unmanageable? In Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams , Mickey W. Mantle and Ron Lichty answer that persistent question with a simple observation: You first must make programmers and software teams manageable. That is, you need to begin by understanding your people--how to hire them, motivate them, and lead them to develop and deliver great products. Drawing on their combined seventy years of software development and management experience, and highlighting the insights and wisdom of other successful managers, Mantle and Lichty provide the guidance you need to manage people and teams in order to deliver software successfully. Whether you are new to software management, or have already been working in that role, you will appreciate the real-world knowledge and practical tools packed into this guide.

    A lively and engrossing tale about the timeless principles of effective leadership from a consultant and trainer in labor relations with over 20 years of experience.

    

    

    -- Tony Hsieh, New York Times bestselling author and CEO of Zappos.com, Inc.People with a passion for something can be infectious. It's obvious that Erik Qualman's passion is social media. -- Dan Heath, New York Times bestselling author of Made to Stick and SwitchQualman is to social media what Deming is to quality and Drucker to management. -- Scott Galloway, professor, Stern School of Business, NYUErik Qualman is a Digital Dale Carnegie. -- Todd Young, CEO, ProspXAbout the Book: Digital footprints are what we post about ourselves. Digital shadows are what others upload about us. Collectively, they have changed the world forever. As leaders and future leaders we need to adapt to this new world. -- from Digital LeaderDigital leaders are made, not born--you have it within you to become an effective digital leader. As a leader in the digital age, your reach is boundless. With advanced technologies, you can exert more direct and indirect influence than ever before--anywhere at any time. And everything you do, fail to do, and wish you didn't do is documented forever in the digital universe.Digital Leader explains how to take full advantage of everything the digital age has to offer, while avoiding common pitfalls that can damage your digital legacy.Bestselling author Erik Qualman explains what modern leadership means and describes how to be an effective leader in the digital world. In order to succeed, you need to adjust your leadership skills to adapt to today's digitally open world--and you need to start today. Qualman breaks the process down into five powerful truths you can use to establish your leadership stamp:Simple: success is the result of simplification and focus True: be true to your passion Act: nothing happens without action--take the first step Map: goals and visions are needed to get where you want to be People: success doesn't happen aloneBasing his conclusions on a wide range of research and resources, Qualman provides an abundance of real-world examples and tips to help you create a path to success while leading others to achieve their best.

    Froeb/McCann's MANAGERIAL ECONOMICS: A PROBLEM SOLVING APPROACH, 2E covers traditional material using a problem-based pedagogy built around common business mistakes. Models are used sparingly, and then only to the extent that they help students figure out why mistakes are made, and how to fix them. This edition's succinct, fast-paced presentation and challenging, interactive applications place students in the role of a decision maker who has to identify mistakes that reduce profits, and propose solutions to bring profits back up. The lively book provides an excellent ongoing reference for students pursuing business careers. New chapters and updates highlight mistakes that precipitated the financial crisis. With MANAGERIAL ECONOMICS, 2E your students are taught to use economics to not only identify profitable decisions, but also how to implement them within an organization.

    At Mach 2, the instrument panel of an F-15 is screaming out information, the horizon is a blur, the wingman is occupied, the jet is hanging on the edge -- and yet fighter pilots routinely handle the stress. It's not much different in today's unforgiving business world. One slipup and your company is bankrupt before your employees know what hit them.What works on the squadron level for F-15 pilots will also work for your marketing team, sales force, or research and development group. By analyzing the work environment and attacking its centers of gravity in parallel, you'll begin to utilize the Plan-Brief-Execute-Debrief-Win cycle that will rapidly impact your business's future success. U.S. fighter squadrons have been using this program for nearly fifty years to reduce their mistake rate, cut casualties and equipment losses, and rack up an envious victory record. Now, with Flawless Execution, your business can too.

    With this practical book, you'll explore the often-misunderstood practice of user story mapping, and learn how it can help keep your team stay focused on users and their experience throughout the development process.You and your team will learn that user stories aren't a way to write better specifications, but a way to organize and have better conversations. This book will help you understand what kinds of conversations you should be having, when to have them, and what to keep track of when you do. Learn the key concepts used to create a great story map. Understand how user stories really work, and how to make good use of them in agile and lean projects. Examine the nuts and bolts of managing stories through the development cycle. Use strategies that help you continue to learn before and after the product's release to customers and usersUser Story Mapping is ideal for agile and lean software development team members, product managers and UX practitioners in commercial product companies, and business analysts and project managers in IT organizations—whether you're new to this approach or want to understand more about it.

    The critical factor so often overlooked is that lean implementation requires day-to-day, hour-by-hour management practices and skills that leaders in conventional batch-and-queue environments are neither familiar nor comfortable with.Creating a Lean Culture helps lean leaders succeed in their personal batch-to-lean transformation. It provides a practical guide to implementing the missing links needed to sustain a lean implementation. Mann provides critical guidance on developing and using the key elements of a lean management system, including: leader standard work, visual controls, daily accountability processes, maintaining a process focus, managing key HR issues, and much more. In addition, a questionnaire is included to help assess current management practices and monitor progress.