NJIT 1 Managing Technical People Ian Sommerville, Software Engineering, Chapter 22 Gerald Weinberg, The Psychology of Computer Programming, and many other sources

2 Management Management is planning, organizing, communicating, and controlling Measurement is the key to management-- “You manage what you measure.”

3 Leadership Leadership is the art of making and keeping commitments. Form of a commitment: I commit to a specific person that I will complete a specific act by a specific time.

4 Motivation Motivators Achievement, Power, Recognition, Teamwork, Fulfilling Work Demotivators Money, Benefits, Supervision, Security, Safety, Perks, Titles Motivators bring satisfaction, while demotivators bring dissatisfaction if the underlying needs or expectations are not met. Once that need is met, it no longer motivates. (Once you get a raise, you are no longer satisfied--you want another one.)

5 Maslow’s Hierarchy of Needs Self Actualization Self Esteem Social Safety Physiological

6 Bass and Dunteman Classification of Professional Workers Task Oriented (motivated by the work itself) Self Oriented (motivated by success and recognition) Interaction Oriented (motivated by the presence and actions of team members)

7 Team Building Teams allow for weaknesses in each team member to be compensated by strengths in other members. Diversity in people, roles, skills, interests and personality are important for a team Ideal team size is 3 to 8 persons

8 Selecting Team Members Application Domain Experience Platform Experience Programming Language Experience Educational Background Communication Skills Adaptability Attitude Personality Character

9 Personal Character (McConnell, Chapter 31) Intelligence and Humility Curiosity Intellectual Honesty Communication and Cooperation Creativity and Discipline Laziness (Frederick Taylor’s secret) Good Habits Not important: Hustle, Persistence, Experience, Gonzo Programming

10 Types of Intelligence Verbal/Linguistic (written and spoken language) Logical/Mathematical (scientific thinking) Visual/Spatial (visualize & create mental images) Body/Kinesthetic (physical movement) Musical/Rhythmic Interpersonal (communication and cooperation) Intrapersonal (self reflection)

11 Elias Porter’s Strength Deployment Inventory Task Oriented (Assertive-Directing) Reds People Oriented (Altruistic-Nurturing) Blues Thinkers (Analytic-Autonomizing) Greens Balanced (Flexible-Cohering) Rainbows

NJIT 12 Models of Team Development

13 Team Formation Forming Storming Norming Performing

14 ICA Model (based on Will Schutz) Inclusion recognition belonging participation Affection closeness warmth sensitivity Control influence leading responsibility

15 Kenneth Blanchard’s Situational Leadership S3 Supporting Reluctant Contributor S4 Delegating Peak Performer S2 Coaching Disillusioned Learner S1 Directing Enthusiastic Beginner The Four Leadership Styles SupportingSupporting D i r e c t i v e Low High

NJIT 16 Thirty Five Classic Mistakes in Software Development From Chapter 3 of Rapid Development: Taming Wild Software Schedules, by Steven McConnell

17 The Book

18 People-Related Mistakes Undermined Motivation Weak Personnel Uncontrolled Problem Employees Heroics Adding People to a Late Project Noisy, Crowded Offices Friction between Developers and Customers Unrealistic Expectations Lack of Effective Project Sponsorship Lack of Stakeholder buy-in Lack of User Input Politics placed over Substance Wishful Thinking

19 Process-Related Mistakes Overly Optimistic Schedules Insufficient Risk Management Contractor Failure Insufficient Planning Abandonment of Planning under Pressure Wasted Time during the Fuzzy Front End Shortchanged Upstream Activities Inadequate Design Shortchanged Quality Assurance Insufficient Management Controls Premature or overly Frequent Convergence Omitting Necessary Tasks from Estimates Planning to Catch Up Later Code-like-Hell Programming

20 Product-Related Mistakes Requirements Gold Plating Feature Creep Developer Gold Plating Insufficient Planning Push-me, Pull-me Negotiation Research Oriented Development

21 Technology-Related Mistakes Silver Bullet Syndrome Overestimated Savings from New Tools or Methods Switching Tools in the Middle of a Project Lack of Automated Source Code Control