1. R&D SDM 1 Software Project Management Team Management Project organizations
2010
Theo Schouten

2. Content People, motivation, management Working in groups
Group organization
Organization paradigms
Book:
21. (24)Project Management Concepts
2.6.2 (2.6.2) Team Software process
4.2.2 (3.3.3) Human Factors (Agile team)

3. 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

4. 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

5. 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.

6. 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

7. 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.

8. Personality types
Motivation should also take into account different personality types regarding motivation:
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.

9. other personality types

10. Characteristics of software teams
Innovation
Delivery of reliable software with predictable good quality and performance
Solving complex problems
Working under time pressure
Many different roles (programmer, analyst, architect, tester, librarian, database administrator, technical project leader, program manager, etc.)

11. …continued Interaction between software team and user organization
Combination of ‘technical skills’ and ‘soft skills’:
getting user requirements
user interfaces for non-technical users
web design team, content providers
Combination of technical, human and management aspects
Combinations present in whole team and individual members in different ways

12. Working in groups factors
The 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?

13. 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

14. 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.

15. 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

16. 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.

17. 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.

18. 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

19. Describing groups Described 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”

20. Organization paradigm: 4 extremes
Intrinsic
Flexibility
Group
Cohesion
RANDOM
Innovative
Independent
Antithese
OPEN
Adaptive
Collaboration
CLOSED
Traditional
Hierarchy
SYNCHRONOUS
Harmony
in same direction

21. Traditional hierarchy
also called closed paradigm
standards and rules of operation aim at increasing continuity and stability
a control mechanism prohibits deviations from norms and patterns
structured as a hierarchical pyramid with clearly described tasks, authorizations and responsibilities
Information streams are strongly controlled and decisions of managers are passed downwards to be executed.
The general goals of the organizations are leading
Examples are the military or government
usable for teams which have to solve routine tactical problems

22. 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

23. Adaptive collaboration
also 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 way
the open paradigm is especially suited for teams which have to solve complex problems

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

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

26. Kolb Kolb's learning styles Concrete Experience Feeling
Reflective Observation Watching
Active Experimentation Doing
Abstract Conceptualisation Thinking
Processing Continuum
how we do things
Perception Continuum
how we think about things
Assimilating
(think and watch)
AC/RO
Diverging
(feel and watch)
CE/RO
Converging
(think and do)
AC/AE
Accommodating
(feel and do)
CE/AE
Kolb's learning styles

27. Belbin Team roles Action Oriented Role:
Implementer – translating the team’s decisions and ideas into manageable and practical tasks or actions.
Shaper – goal directe., a dynamic individual who boldly challenges others during discussions, can handle work pressures and has the courage to overcome obstacles.
Completer/Finisher - attention to detail and the ability to meet deadlines.
People Skills Oriented Role:
Co-ordinator - enabling and facilitating interaction and decision making.
Teamworker - a good listener, being collaborative, co-operative, easy going and tactful.
Resource Investigator - an extrovert who can develop contacts, communicate well, explore new ideas and opportunities, and bring enthusiasm and drive to the team effort.
Cerebral/Intellectual Role:
Planter - problem solving and out-of-the-box thinking.
Monitor/Evaluator - good judgment and good strategic thinking ability.
Specialist – dedicated and focused individual who likes to learn and constantly build his or her knowledge.