JOB SEEKERS
EMPLOYERS
JOBS QUICK-SEARCH
.net
.net developer
a+
abap
account manager
accountant
admin
administrator
analyst
architect
bookkeeper
business analyst
business intelligence
c#
call centre
ccna
cisco
cloud
cobol
consultant
delphi
desktop
desktop support
developer
engineer
finance
graduate
graduates
helpdesk
internship
it manager
it support
it technician
java
java developer
junior developer
legal
linux
manager
marketing
mcse
network
network administrator
oracle
personal assistant
php
php developer
programmer
project
project administrator
project manager
receptionist
sales
sap
secretary
security
sql
support
technical support
technician
test analyst
tester
web developer
NEWSLETTER
FOLLOW US
Software Development Line Manager
Job Ref
273448
Job Type
Permanent
Employer Type
Company
Date Added
10 Jul 2017
Expiry Date 7 Aug 2017
Expiry Date 7 Aug 2017
* There have been 12 applications to this job.
* This job has been viewed 4047 times.
Employer:
Praxis Computing
Location:
Gauteng
Salary:
ZAR60000 - ZAR80000 PM
Benefits:
Role details:
• Make sure that the team are communicating with the customer the right amount. This tends to be equal parts keeping the customer away from the team, and making sure the team are asking the customer about things they don't understand fully (rather than just making assumptions which may be incorrect). Developers are very big on making sure that the customer doesn't disturb them and occasionally forget that the customer might have something useful to add.
• Project planning and prioritisation of resource conflicts, customer demands, support issues and the like. The role will be the person who says this customer takes priority over that one, or that this bug has to be fixed before it ships but that one can go out as a known issue.
• Manage the commercial side of development - that is making sure that things that should be charged for are being charged for and that we're not trying to charge for things which should be covered under support.
• Be the voice of the team in the business and the business within the team - help everyone understand the other's position and help resolve differences where they arise. This largely tends to cover cultural conflicts between the teams needs/wants and the larger organisations, and budget matters.
• Work with the team to ensure sufficient processes and tools are in place to meet the requirements of the business and customers. Make sure that these processes are being followed and adjusted as needed. Some of this is making sure the team define processes (for instance for technical things they understand better than the manager will), some will be defined by the manager (for things the manager understands better than they do - planning, estimating and so on). The important word here is sufficient - we don't want process for process sake but there are things that have to happen and process is the best way to achieve that consistently.
• Ensure that every member of the team is working to at least a reasonable level, and ideally beyond that. Work with them to help resolve any issues that are preventing them reaching this level.
• Doing all the administration and duties the organisation (and the law) demand.
Overall it's part mentoring, part secretarial, part project management, part account management and part PR (for the team). There's a lot of picking up things the developers don't need to think about or don't think about doing, and some making sure they do things they need to do but don't want to do.
What it's not about is being the best developer (generally the manager is too hands off to remain current for long, so the manager needs to accept that people will know more than them- their skill is in knowing where their longer but outdated experience is more relevant than their shorter but more recent experience) or being some sort of dictator. In that respect the best way to think about it is not that the role is more senior, just that a manager has different responsibilities. Sometimes this will involve making the final call on something (which may go against the views of the team) but more often it should be about consensus or compromise.