The Project Team

1
The Project Team
2
Major Ideas
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• Software Projects are Cultural Events
• Management ? Leadership
• Teams ability is based more on its personality
  than its skill

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Cohesion

• Biggest influence on Productivity is Team
  Cohesion
• Team cohesion influences how the team reacts to
  external influences, internal problems, and
  project challenges

4
Cultural To-Dos
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• Monitor and Manage Culture, as well as technical
  issues
• Understand each team members background and
  personality
• Match Roles to Personalities
• Understand the Organizational Culture

5
Engineering Roles
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• Requirements Analyst
• Designer
• Quality Assurance
• Marketing / Customer Liaison
• Tools Expert
• Documentation
• Trainer

6
Cultural Roles
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• Leader
• Listener
• Talker
• Expert
• Complainer

7
Management vs Leadership
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• Management is derived by title
• People are required to follow the manager
• Leadership draws extra effort without obligation
• Most managers rose because of technical skills,
  not people skills

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Management vs Leadership
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• Manager Do things Right
• Leader Do the Right Thing

9
Managers ToDo List

• Gain visibility without micromanagement
• Review process and products, not people
• Coordinate, dont manipulate
• Use your knowledge, not your power
• Focus on projects needs and peoples needs, not
  your power

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Leaders ToDo List
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• Hire for trait and train for skill
• Be confident in self and team
• Be fallible
• Lead by example
• Utilize team members talents
• Complete commitments on time

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Leaders ToDo List
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• Allow staff to make decisions
• Place workers physically together
• Limit the number of projects assigned to a person
• Never impose phony deadlines
• Allow teams to jell, dont mix them up frequently
• Create ritual (team meetings)

12
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• The Mythical Man-Month
• by Fred Brooks
• Communication Costs grow exponentially as team
  size grows
• Adding people to a late project makes it later.

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How much Leadership?
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• Team Leader
• Unwilling Unable strong direction
• Unwilling Able soft direction, sensitive to
  feelings
• Willing Unable concern for feelings, help do
  tasks
• Willing Able stand back and get out of their
  way
• see table 6-14 and Figure 6-9.

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Improving the Team
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• Make professional development a project goal
• Recognize long and short term development goals
• Let each member specify personal goals
• Have members track their time

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P-CMM
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• www.sei.cmu.edu/cmm-p
• The People Capability Maturity Model (People CMM)
  is a framework that helps organizations
  successfully address their critical people
  issues. Based on the best current practices in
  fields such as human resources, knowledge
  management, and organizational development, the
  People CMM guides organizations in improving
  their processes for managing and developing their
  workforces. The People CMM helps organizations
  characterize the maturity of their workforce
  practices, establish a program of continuous
  workforce development, set priorities for
  improvement actions, integrate workforce
  development with process improvement, and
  establish a culture of excellence. Since its
  release in 1995, thousands of copies of the
  People CMM have been distributed, and it is used
  worldwide by organizations, small and large.

16
SEI's Motivation to develop P-CMM
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• Scarce talent
• High salaries
• High turnover
• Increased workloads
• Unfinished work

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P-CMM
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• Level One ad hoc
• Level Two stable foundation of processes across
  organization
• Level Three best practices are made the common
  practice
• Level Four processes are managed
• Level Five continuous improvement

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Next Time
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• Now that we have a team and know the customer's
  environment, let's get started.
• Step One - define the scope and set some
  measurable goals