Lecture
The main task of management is to achieve results. This covers daily changes to adapt management processes to natural business processes. The effectiveness of management can be roughly assessed through methods and observable indicators. Likewise, joint management is based on management and control processes; in short, it means getting everything done on time and with quality by working through other people.
It is important to distinguish genuine management from pseudo-effective management.
Genuinely effective management consists of specific measures aimed at shortening and speeding up the software development process.
A pseudo-effective manager, as opposed to a genuine one, is a cunning leech who manipulates metrics of his own invention. "Effective managers" of this kind appear in companies that grew in a sudden leap and did not manage (or were unable) to prepare leadership personnel within their own structure.
Let us look at the typical mistakes an IT project manager can make.
There are two tasks that partly overlap in functionality but have their own particulars. It is better not to assign such tasks to different people, and to combine them into one task. Otherwise two people will have to spend time analyzing and writing up the task, then one of them will have to merge the code (for the shared functionality), and dig into the code and the task, with two people getting into the same thing, and throw away someone else's code, that is, time already spent. This is because the code for the same features has been written differently by two different people, and roughly the same thing has to be tested twice.
This problem is similar to the situation in Example 1: for some reason two people started doing the same task (for example, one of them did not change the status, or two managers created two tasks for the same feature).
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