SWEN 256 Software Process & Project Management What are your - - PowerPoint PPT Presentation

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SWEN 256 – Software Process & Project Management

 What are your responsibilities as a team member?  As a Project Manager?  How does Team Development relate to the Project Triangle?  What’s more important? The strength of individual team

members, or the strength of the team?

 What are some characteristics of a good team? Scope Cost Schedule

“Software projects fail for one of two general reasons: the project team lacks the knowledge to conduct a software project successfully, or the project team lacks the resolve to conduct a project effectively.”

• Steve C McConnell

• Lack of
• Communication
• Identity
• Recognition
• Trust
• Roadblocks
• Bad Personnel (Classic Mistake)
• Leadership?
• Other reasons?

End Project Start Monitoring and Controlling

Initiating Planning Executing Enter Phase/ Start Project Exit Phase/ Close Project Closing

Team Formation

 Kinds of teams:

• Problem Resolution Team
• Creativity Team
• Tactical-Execution Team

 Team Models:

• Business Team
• Chief-Programmer (or surgical) Team
• Skunkworks Team
• Feature Team
• Search-and Rescue Team, SWAT Team
• Professional Athletic Team
• Theater Team
• Large Teams

What types

• f people do

you need for different teams?

 Skills

Skil ill Exampl ple e Activit ivity Planning Which resources are pre-assigned to the project? Negotiation Getting the best possible resources. Sharing resources. Hiring Outsourcing, virtual teams Risk Management What if resources become unavailable? Judgment Is it possible assumptions are being made regarding skill levels?

 Types of Influence

Formal (Legitimate) Reward Penalty (Coercive) Expert Referent

Directing Facilitating Coaching Supporting Autocratic Consultative Consultative- Autocratic Consensus Delegating Bureaucratic Charismatic Democratic / Participative Laissez-Faire Analytical Driver Influencing

 Leadership Styles

Physiological Safety Social Esteem Self- Actualization

Individual

 Lower level needs must be satisfied before higher level

needs can be addressed

Team

Trust Managed Conflict Commitment Accountability Results 5

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Patrick Lencioni’s “The Five Disfunctions of a Team”

“No matter how talented an individual may be, no matter how much energy he might possess, regardless of how much integrity and honesty he or she may have, if that person is alone, they can accomplish very little.”

• Robert F. Kennedy(1964)

 Trust is the foundation

• undation of teamwork

 Trust is all about vu

vuln lner erabil ability ity, which is difficult for most people.

 Takes time.  Needs to be maintained over time.  Techniques – Behavioral profiling (like Myers-

Briggs). Helps to ad admi mit t st strengths rengths & weak eaknesses nesses.

Trust

“Overcoming the Five Dysfunctions of a Team”, Patrick Lencioni

 Good

Good confli conflict ct among team members requires trust, which is all about engaging in unfiltered, passionate debate around issues.

 Even among the best teams, conflict will at times

be un uncom comfor

• rtable

table.

 Conflict no

norms rms will vary in each team, and must be discussed and made clear.

 The fear of occasional personal conflict should not

deter a team from having re regula gular, , pr productiv

• ductive

e de deba bate.

Managed Conflict

“Overcoming the Five Dysfunctions of a Team”, Patrick Lencioni

 Conflict Resolution Techniques

• Confronting (Problem Solving)
• Compromising
• Withdrawal (Avoidance)
• Smoothing (Accommodating)
• Collaborating
• Forcing

 Problem Solving

1.

Define the real/root problem

2.

Analyze the problem

3.

Identify Solutions

4.

Pick a Solution

5.

Implement a solution

6.

Review the solution, and confirm that it solved the problem

 Commitment requires clarity & buy

buy-in in (McConnell – “signing up”)

 Clarity requires that teams avoid assumptions and

ambiguity, and end discussions with a clear un unde derstand standin ing about what they’ve de deci cide ded upon.

 Buy-in does not requires consensus. Members of

great teams learn to disagree with one another and still commit to a decision.

Commitment

“Overcoming the Five Dysfunctions of a Team”, Patrick Lencioni

 Acco

ccountabili untability ty on a strong team occurs directly among peers.

 For a culture of accountability to thrive, a lea

leade der r must demonstrate a willingness to con confr front

• nt

accountability.

 Best opportunity occurs during meetings and

regular re revi view of accom accompli plishments shments.

“Overcoming the Five Dysfunctions of a Team”, Patrick Lencioni

Accountability

 RACI – Responsible, Accountable, (Support), Consulted, Informed

Project ect Manag nager er Project ect Spo pons nsor

• r

De Developer eloper 1 Tes ester er 1 Activity 1 A I R Activity 2 R S Activity 3 C R S Activity 4 RA C Activity 5 A R S

Responsible: The person(s) assigned to do the work Accountable: The person(s) who has ultimate ownership of the

• results. Typically approves work

Support: The person(s) who may be called upon to provide information or assistance Consulted: The person(s) who are consulted before a decision

• r action is taken

Informed: The person(s) who shold be informed that a decision or action has been taken/completed

 The true measure of a great team is that it

acc accom

• mpli

plishes shes the results it sets out to achieve.

 To avoid distractions, team members must

pr prio ioriti ritize the results of the team over their individual or organizational (dept.) needs.

 To stay focused, team must publicly cl

clar arify ify their desired results and keep them vi visi sibl ble.

“Overcoming the Five Dysfunctions of a Team”, Patrick Lencioni

Results

1. 1.

Formin rming: The group comes together and gets to initially know one another and form as a group.

2. 2.

Stormi rming ng: A chaotic vying for leadership and trials of group processes

3. 3.

No Norm rmin ing: Eventually agreement is reached on how the group operates

4. 4.

Per erformin

• rming: The group practices its

craft and becomes effective in meeting its objectives

5. 5.

Di Diss ssolvin lving/ g/Adjou djourni rning ng

Forming Storming Performing Norming

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