[PPT] - Group work Benefits, Issues, Egoless programming, Recommendations PowerPoint Presentation

SLIDE 1

Group work 

Benefits, Issues, Egoless programming,

Recommendations

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Skill

n Working in groups can be difficult

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Skill – 2

n Working in groups can be difficult

n It is an essential skill

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Benefits of Group Work – 1

n Availability of reviewers

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Benefits of Group Work – 1b

n Availability of reviewers

n Produce more correct and robust systems

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Benefits of Group Work – 2

n

Availability of reviewers

n Produce more correct and robust systems

n Partition the work

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Benefits of Group Work – 2b

n

Availability of reviewers

n Produce more correct and robust systems

n Partition the work

n Can handle larger projects

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Benefits of Group Work – 3

n

Availability of reviewers

n Produce more correct and robust systems

n

Partition the work

n Can handle larger projects

n Apply specific areas of expertise

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Benefits of Group Work – 3b

n

Availability of reviewers

n Produce more correct and robust systems

n

Partition the work

n Can handle larger projects

n Apply specific areas of expertise

n One person does not have to do everything

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Issues to deal with – 1

n Scheduling and timetables

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Issues to deal with – 1b

n Scheduling and timetables

n When to work individually

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Issues to deal with – 1c

n Scheduling and timetables

n When to work individually n When to work in sub-groups

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Issues to deal with – 1d

n Scheduling and timetables

n When to work individually n When to work in sub-groups n When to work as a whole

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Issues to deal with – 2

n Communication

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Issues to deal with – 2b

n Communication

n How?

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Issues to deal with – 2c

n Communication

n How?

n By email n In person

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Issues to deal with – 2d

n Communication

n How?

n By email n In person

n When?

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Issues to deal with – 2e

n Communication

n How?

n By email n In person

n When?

n Daily n Weekly

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Issues to deal with – 3

n Integration of deliverable components

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Issues to deal with – 3b

n Integration of deliverable components

n What to integrate

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Issues to deal with – 3c

n Integration of deliverable components

n What to integrate n When to integrate

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Issues to deal with – 3d

n Integration of deliverable components

n What to integrate n When to integrate n Who is to integrate

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Issues to deal with – 4

n Responsibility to the group

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Issues to deal with – 4b

n Responsibility to the group

n Each person is responsible to the group

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Issues to deal with – 4c

n Responsibility to the group

n Each person is responsible to the group

n Egoless programming

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Egoless Programming

n Weinberg, 1971, Psychology of Computer Programming

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Egoless Programming – 2

n

Weinberg, 1971, Psychology of Computer Programming

n Everyone in the group is equally responsible for the success

f the project

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Egoless Programming – 3

n

Weinberg, 1971, Psychology of Computer Programming

n

Everyone in the group is equally responsible for the sucess of the project

n Process of engineering software is separated from the

individuals

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Egoless Programming – 4

n

Weinberg, 1971, Psychology of Computer Programming

n

Everyone in the group is equally responsible for the sucess of the project

n

Process of engineering software is separated from the individuals

n Criticism, e.g. during review, is made of the project, not the

individual

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Egoless Programming – 5

n

Weinberg, 1971, Psychology of Computer Programming

n

Everyone in the group is equally responsible for the sucess of the project

n

Process of engineering software is separated from the individuals

n

Criticism, e.g. during review, is made of the project, not the individual

n Democratic project structure

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Egoless Programming – 5a

n

Weinberg, 1971, Psychology of Computer Programming

n

Everyone in the group is equally responsible for the sucess of the project

n

Process of engineering software is separated from the individuals

n

Criticism, e.g. during review, is made of the project, not the individual

n Democratic project structure

n All group members vote on engineering decisions

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Egoless Programming – 5b

n

Weinberg, 1971, Psychology of Computer Programming

n

Everyone in the group is equally responsible for the sucess of the project

n

Process of engineering software is separated from the individuals

n

Criticism, e.g. during review, is made of the project, not the individual

n Democratic project structure

n All group members vote on engineering decisions n During

n Analysis

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Egoless Programming – 5c

n

Weinberg, 1971, Psychology of Computer Programming

n

Everyone in the group is equally responsible for the sucess of the project

n

Process of engineering software is separated from the individuals

n

Criticism, e.g. during review, is made of the project, not the individual

n Democratic project structure

n All group members vote on engineering decisions n During

n Analysis n Design

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Egoless Programming – 5d

n

Weinberg, 1971, Psychology of Computer Programming

n

Everyone in the group is equally responsible for the sucess of the project

n

Process of engineering software is separated from the individuals

n

Criticism, e.g. during review, is made of the project, not the individual

n Democratic project structure

n All group members vote on engineering decisions n During

n Analysis n Design n Implementation

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Egoless Programming – 6

n

Weinberg, 1971, Psychology of Computer Programming

n

Everyone in the group is equally responsible for the sucess of the project

n

Process of engineering software is separated from the individuals

n

Criticism, e.g. during review, is made of the project, not the individual

n

Democratic project structure

n All group members vote on engineering decisions

n During analysis, design and implementation

The success of the project is what matters

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Recommendation – 1

n Expect things to go wrong

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Recommendation – 1b

n Expect things to go wrong

n They will

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Recommendation – 1c

n Expect things to go wrong

n They will

n Murphy's Law

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Recommendation – 2

n Decide at the outset who will be responsible for what.

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Recommendation – 2b

n Decide at the outset who will be responsible for what.

n Treat it as a contract

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Recommendation – 2c

n Decide at the outset who will be responsible for what.

n Treat it as a contract. n Don't break the contract

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Recommendation – 2d

n Decide at the outset who will be responsible for what.

n Treat it as a contract. n Don't break the contract

n Except under catastrophic circumstances

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Recommendation – 3

n Designate an integrator

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Recommendation – 3b

n Designate an integrator

n Someone who is responsible for putting the pieces

together

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Recommendation – 4

n Schedule frequent meetings

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Recommendation – 4

n Schedule frequent meetings

n Email is not sufficient

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Recommendation – 5

n Review each other's work

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Recommendation – 5b

n Review each other's work

n Regularly

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Recommendation – 5c

n Review each other's work

n Regularly n Frequently

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Recommendation – 6

n Don't take the criticism personally

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Recommendation – 6b

n Don't take the criticism personally

n Lose any possessive feelings

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Recommendation – 6c

n Don't take the criticism personally

n Lose any possessive feelings n For your own designs, programs, and documentation

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Recommendation – 6d

n Don't take the criticism personally

n Lose any possessive feelings n For your own designs, programs, and documentation

n Your specific products ultimately do not matter

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Recommendation – 6e

n Don't take the criticism personally

n Lose any possessive feelings n For your own designs, programs, and documentation

n Your specific products ultimately do not matter

The success of the project is what matters

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