I tend to agree that it is usually not good to manage a team that you were once part of. It creates a strange dynamic where your subordinates might not feel that they trust you as much as they did before, and any personal relationships that you may have had become strained. This is not always the case but I have seen it happen to others in tech positions and in other jobs. I have had it happen to myself at past jobs as well, technical and non-technical. I wasn't terribly successful at this transition but I have seen others pull it off. I think it is usually best to come in as a manager from the outside instead. Then there is no confusion about how your employees view you and you can build from a clean slate.

The only recommendations that I have on how to handle this transition are to let the employees manage their own work as much as possible so you don't come off as a micro-manager. Give them insight on what your new responsibilities are and what you are working on so they don't think that you have just dropped all the work on them and you are living the easy life. Be there for them when they need you and be sure to delegate work. If you continue to take on development tasks because they are the things that you used to do, you will quickly become over-worked and stressed out. Easier said than done, of course!

Good luck!