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1 R&D SDM 1 Software Project Management Team Management Project organizations 2009 Theo Schouten

R&D SDM 1 Software Project Management Team Management Project organizations

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R&D SDM 1 Software Project Management Team Management Project organizations. 2009 Theo Schouten. Content. People, motivation, management Working in groups Group organization Organization paradigms Book: (21.) Project Management Concepts (especially 21.2) (2.6.2) Team Software process - PowerPoint PPT Presentation

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Page 1: R&D SDM 1 Software Project Management Team Management Project organizations

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R&D SDM 1

Software Project ManagementTeam Management

Project organizations

2009Theo Schouten

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Content

People, motivation, managementWorking in groupsGroup organizationOrganization paradigms

Book:(21.) Project Management Concepts (especially 21.2)(2.6.2) Team Software process(4.2.2) Human Factors (Agile team)(17.3) The Web engineering Team

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People• People are an organisation’s most important assets.• The tasks of a manager are essentially people-

oriented. Unless there is some understanding of people, management will be unsuccessful.

• Poor people management is an important contributor to project failure. People

Technology Process

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Stakeholders• senior managers: define business issues• project (technical) managers: plan, motivate, organize

and control the workers• practitioners: deliver the technical skills• customers: specify the requirements or have other

interests in the product (finance, maintenance, etc.)• end-users: use the software after release

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People management factors• Consistency

– Team members should all be treated in a comparable way without favourites or discrimination.

• Respect– Different team members have different skills and these

differences should be respected.• Inclusion

– Involve all team members and make sure that people’s views are considered.

• Honesty– You should always be honest about what is going well and

what is going badly in a project.

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MOI model of leadership• Motivation:

– the ability to encourage (by push or pull) technical people to produce to their best ability

• Organization:– the ability to mold existing processes (or find new

ones) that will enable the initial concept to be translated into a final product

• Ideas or innovation:– the ability to encourage people to create and feel

creative even when they must work within bounds

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Motivation by satisfying needs (Maslov)• Physiological needs (e.g. food, sleep, etc.)• Safety needs• Social needs

– Provide communal facilities;– Allow informal communications.

• Esteem needs– Recognition of achievements;– Appropriate rewards.

• Self-realization needs– Training - people want to learn more;– Responsibility.

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Personality types• Motivation should also take into account different personality

types:• Task-oriented

– The principal motivation for doing the work is the work itself

• Self-oriented– The principal motivation is personal success and

recognition. The work is a means to an end which is the achievement of individual goals - e.g. to get rich, etc.

• Interaction-oriented– The principal motivation is the presence and actions of

co-workers. People go to work because they like to go to work.

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Characteristics of software teams

InnovationDelivery of reliable software with predictable good

quality and performanceSolving complex problemsWorking under time pressureMany different roles (programmer, analyst, architect,

tester, librarian, database administrator, technical project leader, program manager, etc.)

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…continued

Interaction between software team and user organizationCombination of ‘technical skills’ and ‘soft skills’:

getting user requirementsuser interfaces for non-technical usersweb design team, content providers

Combination of technical, human and management aspectsCombinations present in whole team and individual members in different ways

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Working in groups factorsThe following factors influence the working in groups:

Group composition: Is there a good balance of skills, experience and personalities in a team?

Group cohesion: Thinks the group of itself as a team or is it a gathering of individuals that work together?

Group communication: Is the communication in the group effective?

Group organization: Is the group organized such that every member feels that he is respected and is satisfied with the role he plays?

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Group composition• Group composed of members who share the same motivation

can be problematic– Task-oriented - everyone wants to do their own thing;– Self-oriented - everyone wants to be the boss;– Interaction-oriented - too much chatting, not enough work.

• An effective group has a balance of all types.• This can be difficult to achieve software engineers are often

task-oriented.• Interaction-oriented people are very important as they can

detect and defuse tensions that arise

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Group cohesiveness• In a cohesive group, members consider the group to

be more important than any individual in it.• The advantages of a cohesive group are:

– Group quality standards can be developed– Group members work closely together so

inhibitions caused by ignorance are reduced– Team members learn from each other and get to

know each other’s work– Egoless programming where members strive to

improve each other’s programs can be practiced.

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Developing cohesiveness• Cohesiveness is influenced by factors such as the

organizational culture and the personalities in the group.

• Cohesiveness can be encouraged through– Social events– Developing a group identity and territory– Explicit team-building activities

• Openness with information is a simple way of ensuring all group members feel part of the group

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Group communications• Good communications are essential for effective

group working.• Information must be exchanged on the status of work,

design decisions and changes to previous decisions.• Good communications also strengthens group

cohesion as it promotes understanding.

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Factors in group communications• Group size

– The larger the group, the harder it is for people to communicate with other group members.

• Group structure– Communication is better in informally structured groups

than in hierarchically structured groups.• Group composition

– Communication is better when there are different personality types in a group and when groups are mixed rather than single sex.

• The physical work environment– Good workplace organization can help encourage

communications.

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Group organization• Small software engineering groups are usually organized

informally without a rigid structure:– The group acts as a whole and comes to a consensus on

decisions affecting the system.– The group leader serves as the external interface of the

group but does not allocate specific work items.– Rather, work is discussed by the group as a whole and tasks

are allocated according to ability and experience.– This approach is successful for groups where all members

are experienced and competent• For large projects, there may be a hierarchical structure where

different groups are responsible for different sub-projects

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Describing groupsDescribed on 3 levels (Constantine, 1993):Operational level, the level of observed behavior

Process level, the structures which leads to patterns in observed behavior. E.g. the way in which a report is written is done according an instruction.

Paradigm level, the model and culture that influence the organization and the behavior of a group. The whole of assumptions that form the basis of the structure and way of working of an organization is called the organization paradigm.

Oxford English Dictionary: "a pattern or model, an exemplar." Merriam-Webster dictionary: “a philosophical or theoretical framework of any kind”

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Organization paradigm: 4 extremes

Intr

insi

cIn

trin

sic

Flex

ibili

tyFl

exib

ility

GroupGroup

CohesionCohesion

OPENAdaptiveCollaboration

CLOSEDTraditional Hierarchy

SYNCHRONOUSHarmony

in same direction

RANDOMInnovative

Independent

Antithe

se

Antithe

se

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Traditional hierarchyalso called closed paradigmstandards and rules of operation aim at increasing continuity and stabilitya control mechanism prohibits deviations from norms and patternsstructured as a hierarchical pyramid with clearly described tasks, authorizations and responsibilitiesInformation streams are strongly controlled and decisions of managers are passed downwards to be executed.The general goals of the organizations are leadingExamples are the military or governmentusable for teams which have to solve routine tactical problems

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Innovative, Independent•antithesis of the traditional hierarchy •also called random paradigm•direction and decision process of the project organization is dependent on independent initiatives of the individuals•directed towards innovation and creative autonomy•the freedom of the individual with as goal creative and independent operation is more important than the collective goals•examples are research&development departments of large companies or project teams which have to develop completely new products•especially suited for teams that have to realize creative breakthroughs

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Adaptive collaborationalso called open paradigm a synthesis between the random and the closed paradigm.innovation is integrated with collective goals by means of discussions and negotiations.it is a model of equal partnership in which roles and responsibilities are shared and assigned in a flexible waythe open paradigm is especially suited for teams which have to solve complex problems

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Synchronous paradigmworking in harmonythe antithesis of the open paradigm.team members share a common vision of a common goal and a way of working to achieve that goalsuch a group maintains its common and parallel action by means of silent agreement and shared knowledge of what should be achieved and howExample is a group of agricultural workers busy getting the harvest inEspecially suited for teams that must achieve repeated critical performance

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Exercise

A.Which paradigm is best suited for a software team?B. Which paradigm best fits your own GIP team?

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Web Engineering team

•Content developers/providers•Web publisher•Web engineer•Business domain experts•Support specialist•Administrator, the web master

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Kolb

Kolb's learning styles

Concrete Experience

Feeling

Reflective Observation

Watching

Active Experimentation

Doing

Abstract Conceptualisation

Thinking

Processing Continuum

how we do things

Perc

epti

on

Cont

inuu m how

w

e th

ink

abou t

thin

gs

Assimilating(think and watch)

AC/RO

Diverging(feel and watch)

CE/RO

Converging(think and do)

AC/AE

Accommodating

(feel and do)CE/AE

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Belbin Team rolesThe 9 Belbin Team Roles are:

Action Social Thinking Completer Finisher Co-ordinator Monitor Evaluator

                                

Implementer Resource Investigator Plant

                                

Shaper Teamworker Specialist