Professional Documents
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Managingpeople INDO
Managingpeople INDO
com
DRAFTING YOUR
Selecting the best
people and managing
people working as
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
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
An important project management task is defining the
team requirements for your project and selecting your
team.
STAFF REQUIREMENTS
Information on defining team requirements depends on various
factors among which:
Organizational
Are there any constraint in the organization related to
acquiring the staff for the project
What departments will be involved?
Technical
What are the technical skills needed to achieve the project
goals?
Interpersonal
What kind of relationships exists among the candidates?
Language differences? Supplier/customer relationships?
Logistical
We are the people located?
Political
Individual goals and agendas of the stakeholders?
STAFF SELECTION
Information on selecting team members comes from:
Information provided by the candidates.
Information gained by interviewing and talking with candidates.
Recommendations and comments from other people who know or
who have worked with the candidates.
STAFF SELECTION FACTORS 1
Application domain experience.
For a project to develop a successful system, the developers must
understand the application domain. It is essential that some
members of a development team have some domain experience.
Platform experience.
This may be significant if low-level programming is involved.
Otherwise, not usually a critical attribute.
Programming language experience.
This is normally only significant for short duration projects where
there is not enough time to learn a new language. While learning
a language itself is not difficult, it takes several months to
become proficient in using the associated libraries and
components.
Problem solving ability.
This is very important for software engineers who constantly have
to solve technical problems. However, it is almost impossible to
judge without knowing the work of the potential team member.
STAFF SELECTION FACTORS 2
Educational background.
This may provide an indicator of the basic fundamentals that the candidate should
know and of their ability to learn. This factor 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.
Adaptability.
Adaptability may be judged by looking at the different types of experience that
candidates have had. This is 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. This is an important attribute but often very difficult to assess.
Personality.
This is an important attribute 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.
AND SOME CONSTRAINTS
Availability
is the resource available when needed by the project?
Interests
Is there a real interest in working in the project?
Costs
How much will each person be paid?
GENERAL CONSIDERATIONS
(When selecting staff from within the company) Managers
in a company may not wish to lose people to a new
project.
Hard skills are in short supply.
Self-realisation
Needs
Esteem Needs
Social Needs
Safety Needs
Physiological Needs
NEED SATISFACTION
Social
Provide communal facilities;
Allow informal communications.
Esteem
Recognition of achievements;
Appropriate rewards.
Self-realization
Training - people want to learn more;
Responsibility.
SITUATIONAL LEADERSHIP
There is no single management style: it depends upon the
managed people (Blanchard and Hersey)
the leadership style of the leader must correspond to the
development level of the follower - and it's the leader who adapts.
Four styles and four commitments:
S1. Directing
(high guidance and little backing/support): people with low
maturity and low commitment
S2. Coaching
(high guidance and high backing/support): people mature but
not yet independent
S3. Supporting
(little guidance and high backing/support): people insecure (but
ready to take responsibilities)
S4. Delegation
(little guidance and little backing/support): mature and
autonomous people
SITUATIONAL LEADERSHIP
High S3 S2
example
Supportive
Behavior
S3 S1
Low High
Directive Behavior
SITUATIONAL LEADERSHIP EXAMPLES
Example:
a new person joins your team and you're asked to help them
through the first few days. You sit them in front of a PC, show
them a pile of invoices that need to be processed today, and push
off to a meeting. They're at level D1, and you've adopted S4.
Everyone loses because the new person feels helpless and
demotivated, and you don't get the invoices processed.
you're handing over to an experienced colleague before you leave
for a holiday. You've listed all the tasks that need to be done,
and a set of instructions on how to carry out each one. They're at
level D4, and you've adopted S1. The work will probably get
done, but not the way you expected, and your colleague despises
you for treating him like an idiot.
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.
MOTIVATION BALANCE
Individual motivations are made up of
elements of each class.
The balance can change depending on
personal circumstances and external
events.
However, people are not just motivated by
personal factors but also by being part of a
group and culture.
People go to work because they are
motivated by the people that they work
with.
MANAGING GROUPS
Most software engineering is a group
activity
The development schedule for most non-trivial
software projects is such that they cannot be
completed by one person working alone.
Group interaction is a key determinant of
group performance.
Flexibility in group composition is limited
Managers must do the best they can with available
people.
FACTORS INFLUENCING GROUP WORKING
Group composition.
Group cohesiveness.
Group communications.
Group organisation.
GROUP COMPOSITION
Types of meetings:
Verification
Decision-taking
Brainstorming
To be successful:
Define clearly goals and attendees
Define an agenda
Keep the meeting focused
Define duration and make sure it is kept
Define people responsible for executing actions
decided at the meeting
MEETING MINUTES STRUCTURE
Coordinates:
Date and location
Attendees
Invited people that did not attend the meeting
Agenda
Description of the meeting
Actions:
ID, Action, Due Date, Responsible, WP
Reference
GROUP STRUCTURES
Democratic/Informal Groups
Chief Programmer Teams
Decentralized groups
Virtual Teams
INFORMAL GROUPS
Good for small teams (<= 10 people)
The group acts as a whole and comes to a
consensus on decisions affecting the system.
Work is discussed by the group as a whole and
tasks are allocated according to ability and
experience.
Leadership is taken in turn by each member
The group leader serves as the external interface of
the group but does not allocate specific work items.
This approach is successful for groups where all
members are experienced and competent.
EXTREME PROGRAMMING GROUPS
Two-level hierarchy:
PM coordinates senior programmers
Senior programmers coordinate junior programmers
GROUP ORGANISATION
Small software engineering groups are
usually organised informally without a
rigid structure
Democratic groups
For large projects, there may be a
hierarchical structure where different
groups are responsible for different
sub-projects.
Chief Programmer Teams
Decentralized Control
WORKING ENVIRONMENTS
The physical workplace provision has an
important
effect on individual productivity and satisfaction
Comfort;
Privacy;
Facilities.
Health and safety considerations must be taken
into account
Lighting;
Heating;
Furniture.
ENVIRONMENTAL FACTORS
Privacy - each engineer requires an area
for
uninterrupted work.
Outside awareness - people prefer to
work in natural light.
Personalization - individuals adopt
different
working practices and like to organize
their
environment in different ways.
WORKSPACE ORGANISATION
Workspaces should provide private spaces where people
can work without interruption
Providing individual offices for staff has been shown to increase
productivity.
Techniques:
Hierarchical type charts
Organizational breakdown structure: mix of organizational chart and activities.
Resource breakdown structure: breakdown of the project according to resource types
Matrix based charts
RAM (Responsibility Assignment Matrix) illustrates connections between work that needs to be
done and resources
RACI (Responsible, Accountable, Consult, Inform) is a special type of RAM
Text-oriented formats
Text-oriented documents (usually adhering to some standards) can be used to describe roles and
responsibilities
Hard skills/soft skills
Help identify needs and roles
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Requirements R A C I
Analysis R C I I
Design R A A
Responsibility - People who are expected to actively participate in the activity and
contribute to the best of their abilities.
Accountability - The person who is ultimately responsible for the results.
Consultation - People who either have a particular expertise they can contribute to specific
decisions (i.e., their advice will be sought) or who must be consulted for some other reason
before a final decision is made (e.g., finance is often in a consulting role for projects).
Inform - People who are affected by the activity/decision and therefore need to be kept
informed, but do not participate in the effort. (They are notified after the final decisions are
made.)
SKILL MATRICES
Can help you build the RACI matrix