This chapter suggested many activities that can help you, a new software manager, begin steering your team toward greater success. The rest of this book provides much tangible guidance regarding how to set new projects on the right path. With the day-to-day pressures of your new management job, it can be a struggle just to keep your head above water. But you have a critical role to play—and a window of opportunity—in shaping your team’s culture and practices for the long term. You can’t do all of these things at once, but select a few that seem most appropriate for your situation and get started.

As a software manager, you’re responsible for doing more than completing the project on time and on budget. You must also: lead the technical staff into a cohesive team that shares a commitment to quality; foster an environment of collaborative teamwork; promote and reward the application of superior software engineering practices; and balance the needs of your customers, your company, your team members, and yourself.

It’s a big job. Good luck!