Guest Review by Robert L. Glass

I find I'm getting crankier in reviewing computing literature in my old age. So it came as a delightful surprise to me that I really like this book. So much so, that I would put it on a par with some of the classical studies of software management, like Fred Brooks' The Mythical Man-Month and Tom DeMarco's Peopleware.

But I suppose I should add a note to that: this book cites some of my own wisdom (five times), and that warms the cockles of my heart, predisposing said cockles to like the rest of the book!

And I also have to confess that the title got to me. You know the old song, "You’re so vain, you probably think this song is about you?" Well, I suppose I’m so vain that I thought the "unmanageable" programmer in this book’s title was likely me!

But I digress. What was to like about this book? It's a "been there, done that" view of the problems of managing programmers, by a couple of authors whose views on that subject are comprehensive and full of insight and truth. These authors really "get" what programming is all about, what's unique about it, and why traditional management techniques may or may not help.

The book is also helpful to my "old fart" status in the programming field. It fills in a lot of my "old fart" gaps, the things that have happened to the field since I was active in it. These two authors are ultra-familiar with facets of the programming field that weren't even dreamt about in my day. And, I am happy to say, what they say about those gaps fits in rather nicely around the edges of what I DO know about the field.

There's a lot of emphasis in this book on what makes programmers, especially "great" programmers, different. The chapters on "Understanding Programmers" and "Finding and Hiring Great Programmers" are especially useful and right-on. And they also happily and even lustily disagree with some of the software engineering fads of our time. For example, on "process," they note that it is more about the technology of programming than its management, and so little time is spent here on CMM-related topics.

There are fascinating taxonomies of programmer types, from a "today" point of view. The authors see four basic contemporary types – client programmers, server programmers, database programmers, and web programmers – and note that, although most programmers think they’re good at all four, most programmers in fact are good at only one of those types of tasks. They also invent the category of "not really programmers" to describe those who use tools to accomplish software tasks, but who don't really write code. They also distinguish the characteristics of programmers in several categories, such as by era of birth ("boomers," "Gen Y," "Millenials," ...)

And the book is full of "aha"-type wisdom. There are three whole chapters of "rules of thumb and nuggets of wisdom" that are borrowed from other software authors. But there are also plenty of home-grown nuggets by these authors:

• "Because programmers are free spirits, typical motivational techniques are not usually successful"
• "It is critical to be able to appeal to a programmer's sense of self and desire to change the world"
• "It usually takes having been a good or great programmer to succeed as a programming manager"
• "We have found no difference in programmers based on age, gender, ethnic group, or culture. What differentiates programmers is what's inside each person"
• "A software team need a mix of a few great programmers, many ordinary programmers, domain experts, analyzers, and technical communicators"
• "A" managers hire "A" programmers; "B" managers hire "C" programmers" (top-notch managers are the key to project success)
• Interesting emphasis is placed on "managing down," "managing up," "managing out," and "managing yourself"

The book is full of author examples and war stories, all of them to the point.

I like this book so much that I suppose I ought to issue a warning to those who might not like it. If you believe that programmers are too independent and need taming, then you won't like this book very much. I don't, and therefore I do!

“Managing the Unmanageable is a well-written, must-have reference book for anyone serious about building sustainable software teams that consistently deliver high-quality solutions that meet expectations. It is loaded with incredibly useful and practical tips and tricks to deal with real-life situations commonly encountered by software managers anywhere in the world. It tearlessly peels back the onion layers of the process of managing software developers—whether a handful of co-located programmers or thousands dispersed across the world—through a balance of battle-tested approaches and keen understanding of the various personalities and backgrounds of software team members. Finally, a book on software engineering that focuses on the manager’s dilemma of making a team of programmers work efficiently together. Every single software manager should have it on their bookshelf.”

—Phac Le Tuan, CTO, Reepeet, and CEO, PaceWorks

“Becoming a great engineering leader requires more than technical know-how; Ron and Mickey’s book provides a practical cookbook for the important softer side of engineering leadership, which can be applied to any software development organization.”

—Paul Melmon, VP of Engineering, NICE Systems

“EXCELLENT. Well-structured, logical, filled with great personal color and many little gems. You guys have done a great job here. Terrific balance between theory and practice, rich with info.”

—Joe Kleinschmidt, CTO and cofounder, Leverage Software

“I started reading the nuggets section and it took fewer than four pages to improve my thinking. What struck me about the nuggets was that I could sense the genesis of this book: two masters of their craft learning from each other. Most books feel like a teacher describing a sterile version of what ‘ought to be done’ that leaves you wondering, ‘Will this work in the “real world”?’ Reading the nuggets felt like the sort of guidance that I would get from a trusted mentor. A mentor who I not only trusted, but one who trusted me to take the wisdom, understand its limits, and apply it correctly. It’s concentrated like a Reader’s Digest for technical management wisdom.”

—Mike Fauzy, President and CTO, 1stMediCall LLC

“Managing the Unmanageable is a great collection of sometimes-obvious and sometimes-not-obvious guidance for software managers. I wish that I had had this book when I first started managing teams, and it still is illuminating. For programmers who step into management, the hardest thing is to learn the soft skills. Ron and Mickey do a great job of illustrating not just the why but also the how.”

—Bill Hofmann, Vice President of Engineering, Klamr.to

“Unique dialogue around the human aspects of software development that is very much overdue.”

—Mark Friedman, CEO and founder, GreenAxle Solutions

“. . . [W]hat to do on the new employee’s first day of work seems unique and very helpful!”

—Steven Flannes, Ph.D., Principal, Flannes & Associates

“The book provides insight to a unique group of people: programmers. Companies around the planet have and are still struggling with how to best develop software products. Managing programmers is at the heart of developing software products successfully. Many project and organization leaders are ill-equipped to deal with programmers and software development in general. I think this book can bring insight to leaders of software organizations and help them understand and even get inside the head of programmers and therefore be more effective leaders.”

—Michael Maitland, CEO (geek-in-charge), WhereTheGeeksRoam

“I have enjoyed reading the book very much, and I wish I had it ten years ago—probably would have saved me from making certain mistakes. A lot of what I read is not new to me, but I have never seen so much relevant material assembled in one book. The book was just what I needed. I already feel that I’ve benefited from it.”

—David Vydra, Continuous Delivery Advocate and Software Craftsman, TestDriven.com

“I am finding the reading helpful to me right now—it has heightened my sensitivity to staff, even having managed for decades.”

—Margo Kannenberg, Assistant Director, Application Development, HighWire Press

“Mickey was my manager in my first role as programming manager. His real-world, pragmatic, hands-on guidance was a profound positive influence on everything I’ve ever done with management since. His is still my go-to advice as I develop and mentor managers. I’m pleased that he’s taken the time to canonize it in this book so that many more new and experienced managers can benefit from it.”

—H.B. Siegel, CTO, IMDB.com (a wholly owned subsidiary of Amazon)

“I just wish that I had this book when I started as a first-time manager five years ago!”

—Kinnar Vora, VP, Product Development & Operations, Sequoia Retail Systems

“Mantle and Lichty cut through abstract principles and present proven techniques that can increase the effectiveness of software development organizations. It deserves a place on the real (or virtual) bookshelf of every software manager who wants to build an outstanding development team and create a culture where everyone enjoys coming to work. It’s especially valuable in telling managers what not to do, and how to address the inevitable problems that affect all organizations.”

—Anthony I. (Tony) Wasserman, Professor of Software Management Practice, Carnegie Mellon University—Silicon Valley; ACM Fellow; and IEEE Life Fellow

“Mickey was there on Long Island in the mid-1970s when the group now known as Pixar first formed, delivering successful software products then, and was still doing so, as manager, almost two decades later at Pixar itself. He knows what he’s talking about.”

—Alvy Ray Smith, cofounder of Pixar

“Ron and Mickey clearly understand how important it is for programmers to work on projects that make a difference and how essential it is for managers to create and foster a unique and innovative culture.”

—Kathy Baldanza, VPE, Perforce Software

“This book is a treasure trove of real-world experiences that will make you a more effective software development manager.”

—Chris Richardson, founder of the original CloudFoundry.com, and author, POJOs in Action