Professional Documents
Culture Documents
Managing People (Individuals and Groups) : Ian Sommerville Lutz Prechelt
Managing People (Individuals and Groups) : Ian Sommerville Lutz Prechelt
Managing People
(individuals and groups)
Ian Sommerville
Lutz Prechelt
Objectives
To explain some of the issues involved in selecting
and retaining staff
z To describe factors that influence individual
motivation
z To discuss key issues of team working including
composition, cohesiveness and communications
z To introduce the people capability maturity model
(P-CMM) a framework for enhancing the
capabilities of people in an organisation
z
Topics covered
Selecting staff
z Motivating people
z Managing groups
z The people capability maturity model
z
The tasks of a manager are essentially peopleoriented. Unless there is some understanding of
people, management will be unsuccessful.
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.
Both positively (value what they can do) and negatively
(do not demand what they cannot do).
Inclusion
Involve all team members and make sure that peoples
views are considered.
Honesty
You should always be honest about what is going well and
what is going badly in a project.
Selecting staff
z
Lessons
z
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domain experience
experience
language experience
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Educational background
An indicator of the fundamentals that the candidate should
know and of their ability to learn.
Becomes increasingly irrelevant as engineers gain
experience across a range of projects.
Communication ability
This is important because of the need for project staff to
communicate orally and in writing with other engineers,
managers and customers.
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Adaptability
May be judged by looking at the different types of
experience that candidates have had.
An important attribute as it indicates an ability to learn.
Attitude
Project staff should have a positive attitude to their work
and should be willing to learn new skills.
Important, but often very difficult to assess.
Personality
Important, but difficult to assess.
Candidates must be reasonably compatible with other
team members.
No particular type of personality is more or less suited to
software engineering.
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Motivating people
z
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Need satisfaction
z
Social
Provide communal facilities;
Allow informal communications.
Esteem
Recognition of achievements;
Appropriate rewards.
Self-realization
Training people want to learn more;
Responsibility.
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Personality types
z
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Personality types
z
Task-oriented
The motivation for doing the work is the work itself.
Self-oriented
The work is a means to an end which is the achievement
of individual goals e.g. to get rich, to play tennis, to
travel 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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Motivation balance
z
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Managing groups
z
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composition
cohesiveness
communications
organisation
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Group composition
z
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Group composition
In creating a group for assistive technology development, Alice
is aware of the importance of selecting members with
complementary personalities.
When interviewing people, she tried to assess whether they
were task oriented, self-oriented and interaction oriented.
She felt that she was primarily a self-oriented type as she felt
that this project was a way in which she would be noticed by
senior management and promoted.
She therefore looked for 1 or perhaps 2 interaction-oriented
personalities with the remainder task oriented.
The final assessment that she arrived at was:
Brian, Bob, Fred
Alice, Dorothy
Carol, Ed
task-oriented
self-oriented
interaction-oriented
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Group leadership
z
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Group cohesiveness
z
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Developing cohesiveness
z
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Group loyalties
z
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Group communications
z
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Group communications
z
Group size
The larger the group, the harder it is for people to
communicate with enough 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.
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Group organisation
z
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Informal groups
The group acts as a whole and comes to a
consensus on decisions affecting the system.
z The group leader serves as the external interface
of the group but does not allocate specific work
items.
z Rather, work is discussed by the group as a whole
and tasks are allocated according to ability and
experience.
z This approach is successful for groups where all
members are motivated, experienced and
competent.
z
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Problems
z
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Working environments
z
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Environmental factors
z
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Workspace organisation
z
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Office
Office
Communal
area
Office
Window
Office
Office
Office
Office
Office
Shared
documentation
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Objectives:
z To improve organisational capability by improving
workforce capability.
z To ensure that software development capability is
not reliant on a small number of individuals.
z To align the motivation of individuals with that of
the organisation.
z To help retain people with critical knowledge and
skills.
Ian Sommerville 2004, Software Engineering, 7th edition, prechelt@inf.fu-berlin.de
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P-CMM levels
Five stage model:
z Initial
Ad-hoc people management
z
Repeatable
Policies developed for capability improvement
Defined
Standardised people management across the organisation
Managed
Quantitative goals for people management in place
Optimizing
Continuous focus on improving individual competence and
workforce motivation
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activities
Managed
Organisational performance alignment
Organisational competency management
Team-based practices
Team building
Mentoring
Defined
Identify primary
competencies and
align workforce
activities with them
Instill basic
discipline into
workforce
Optimizing
Participatory culture
Competency-based practices
Career development
Competency development
Workforce planning
Knowledge and skills analysis
Repeatable
Compensation
Training
Performance management
Staffing
Communication
Work environment
Initial
Ian Sommerville 2004, Software Engineering, 7th edition, prechelt@inf.fu-berlin.de
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Key points
z
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