How to deal with developers as a PM
Technology companies working and focusing on making or maintaining a product based on digital platform and it’s not an easy job to do. Lots of pressure on delivering and stress on meeting the deadlines usually happens every day. Although the main job is done by developers and employees, but also the PM (Project Manager) role is vital to achieving the goal at a certain time.
So, the question is always persists: How a PM can deal with developers in the best way!?
First thing first, The best and ideal nominate for PM job is the one who already was or is a developer self. In that case, he/she can understand developers’ pressure, make a better decision on distributing tasks or creating stories. Also, a developer PM can understand developers’ emotions better.
But if you are a PM in a technology company and not a developer, this article may help you better.
As I with more than 7 years of experience in managing technological teams I came across lots of situations and some of them were so hard to deal with. Once again I could have a better understanding because I am a developer myself so I was able to comprehend the situations a bit easier.
There are five vital points a PM must consider before any move or make decisions:
1 — Never put personal pressure on a developer:
Let’s not forget a developer is a human being. They have their problems. They might are late on rent, they have expenses, they can be sick, depress or challenging with some difficulties. If you want them to work and focus on their best you have to let them have much more time relaxed. Give them sometimes to handle their situations on their own. If they want to talk just listen to their problems. If you can help them out just do it. If you care about their problems they will care about yours. (Of course your problem in this case in meeting the deadline and delivering the project) Do not act like you don’t care. Do not act like the company and project is superior and of course, do not push extra pressure on them because you are under pressure. By giving the time it doesn’t mean you give them some off days, No! but you can move tasks somehow to let them less focus on the project and more on their things. It’s a short time and you can even share the decision with them. One time one of my developers came to my office and said, Hey! I have a problem at home that got away from my focus. I code so dirty just in case to deliver the tasks what can I do? Then I smiled and told him to stop working on whatever you do now. Go and rest for an hour. Search on the net, watch something and meanwhile, I try to move hard tasks and give you some less important ones which need less focus. He appreciated that and a couple of days later he not alone did all those less important tasks but also he worked at home and done the same tasks he was supposed to do perfectly.
2- Developers understand responsibilities more than anybody:
No developer in the world wants to do a task dirty. If you have someone like this in the company you have to consider replacing them. Normally developers want to do their best work that’s why they are sometimes so slow. Do not try to push extra pressure on them by reminding them of the deadline time. Never go to a developer and say << You know how much you are behind? >> Believe me or not, developers try hard to reach the preset deadline and even they have to work at home or stay extra hours at the office. They understand responsibility so well and if they stop working that means they are honestly tired. If you as a PM see such a person and realized they cannot deliver all the tasks, so you need to move and rearrange the tasks for them. Also if you are short on employees try to talk to them to find a solution. If you are a developer so you can help them with technical solutions. See where they are wasting time or how you can do minor changes in the project to get back on their feet. But if you are not, ask them to help you.
3- Never think you are the better ones:
The PM job is not knowing everything and they are not a better person for executing a project. Even you have good command at some programming languages, it doesn’t mean you can order and boss around. It’s the developer’s job to execute and finish a task. You can help them with brainstorming and listen to their problems (Read next section). If you always try to pull rank on them, it makes them nervous and cannot think and focus on what they do. Let them feel a safe atmosphere in the office and you will see how they react by delivering the best code. It’s not bad if you go and sit with developers and just watch their monitors even you don’t understand it. It’s good you go and say funny things. You are a PM and you are not the boss. Let the developers befriend you and at the same time respect you. You don’t want them to be afraid of you. Never think like I am a PM, my position is higher, I’m better they are just developers. You respect them and they will die for you. If you have a good relationship with developers soon enough you’ll see they won’t work just to deliver things, they work to back and support you.
4- Talking is half of the way to solve a problem:
During the code and developing there are lots of problems and obstacles a developer comes across. Most of the times the bugs and problems are like that no one in the world can solve it. If you try to make things harder by bringing the deadline, slow work, time waste, etc, it won’t help at all. The best approach is to ask them to come to your office or even better go and sit next to them and start talking. Let them explain the problems. Even you don’t have a clue just listen and try to engage the conversation by asking some questions. When they talk and explaining their mind start to find a solution on their subconsciousness. In most time you see suddenly they stop talking, think a bit and say: <<Hey! I found the solution.>> This is easy as it is. If you find out the problem is bigger than this give them an hour to search and investigate or even you can let them go home early to clean up their mind. I’ve seen this a lot and although as a developer I could help then I saw how they found a better way which I couldn’t realize that either.
5- Always have your developers back:
In your meetings with your superiors never say bad things about your developers. Always appreciate them on what they doing. The directors and managers usually don’t understand technologies. Explain the obstacles and problems and hassles you and your team deal with but never sacrifice developers. If developers realize you fight on the front line for them, they will fight for you and you see the outstanding results. If a developer doesn’t match in the team try to replace them but do not destroy them. Always try to buy time as much as possible. Try to create your tasks and stories in the way everyone is happy. (It’s not easy but possible :) ) Use the phrases starting with “we” not they. Consider yourself as part of the team.
These are five points I thought worth mentioning in this article. I saw many project managers who deal with developers as they deal with workers at a factory. It’s not the same. You need to put much more time to deal with them. Developers are sensitive and hard-working people in the world. They do this because they love their job. Embrace them and deal with them as they are deserved it.
In the end, I think there are some highlights which are good to put here:
- If you want to repent a developer do it in your office and alone.
- Always appreciate developers in the crowd. It makes them more confident.
- Talk with developers daily about normal things.
- Let them do r&d in their time. This upgrades them and helps the project to have stronger output.
- Be fun and casual but strict on the result.
- If you don’t like the result talk to the developer and share your concerns with them. Do not forget to do this in private.
- Brainstorms will help them realize the problems and you understand the progress.
I hope this article help PMs to handle things better.
Let me know if you have any questions I’ll try to answer as much as my experience and knowledge can help.
Happy managing.
Behrouz Kashani
