R

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RD SDM 1Software Project ManagementTeam
ManagementProject organizations

• 2008
• Theo Schouten

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Content

• Characteristics of software teams
• Working in groups
• People Capability Maturity Model (P-CMM)
• Paradigm of project management and organization
  Book
• (21.) Project Management Concepts (especially
  21.2)
• (2.6.2) Team Software process
• (4.2.2) Human Factors (Agile team)
• (17.3) The Web engineering Team

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Characteristics of software teams

• Innovation
• Delivery of reliable software with predictable
  good quality and performance
• Solving complex problems
• Working in groups
• Working under time pressure
• Many different roles (programmer, analyst,
  architect, tester, librarian, database
  administrator, technical project leader, program
  manager, etc.)

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continued

• Interaction between software team and user
  organization
• Combination of technical skills and soft
  skills (e.g. a webdesign team)
• Combination of technical, human and management
  aspects
• Combinations present in whole team and individual
  members in different ways

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Working in groups
The following factors influence the working in
groups Group composition Is there a good
balance of skills, experience and personalities
in a team? Group cohesion Thinks the group of
itself as a team or is it a gathering of
individuals that work together? Group
communication Is the communication in the group
effective? Group organization Is the group
organized such that every member feels that he is
respected and is satisfied with the role he plays.
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People- Capability Maturity Model (P-CMM)

• Strategic goals of P-CMM
• Improvement of the capabilities of the software
  organization by improvement of the skills of the
  individuals
• Assure that the ability in software development
  is an attribute of the organization and not of a
  number of individuals
• Keeping people with critical knowledge and skills
  in the organization
• Assure that the goals and direction of the
  individuals is the same as that of the
  organization

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P-CMM
Continuously improve methods for developing
personal and organizational competence

• Continuous workforce innovation
• Coaching
• Personal competency development

Quantitatively manage organizational growth
in workforce capabilities and establish
competency-based teams

• Organizational performancealignment
• Organizational competencymanagement
• Team-based practices
• Team building
• Mentoring

Identify primary competences And align
workforce activities with them
Instill basic discipline into workforce
activities

• Participatory Culture
• Compensation-based practices
• Career Development
• Competency Development
• Workforce Planning
• Knowledge and skills analysis

• Compensation
• Training
• Performance Management
• Staffing
• Communication
• Work Environment

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How do groups work together
Described on 3 levels (Constantine,
1993) Operational level, the level of observed
behavior Process level, the structures which
leads to patterns in observed behavior. E.g. the
way in which a report is written is done
according an instruction. Paradigm level, the
model and culture that influence the organization
and the behavior of a group. The whole of
assumptions that form the basis of the structure
and way of working of an organization is called
the organization paradigm. Oxford English
Dictionary "a pattern or model, an exemplar."
Merriam-Webster dictionary a philosophical or
theoretical framework of any kind
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Organization paradigm 4 extremes
Antithese
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Traditional hierarchy

• also called closed paradigm
• standards and rules of operation aim at
  increasing continuity and stability
• a control mechanism prohibits deviations from
  norms and patterns
• structured as a hierarchical pyramid with clearly
  described tasks, authorizations and
  responsibilities
• Information streams are strongly controlled and
  decisions of managers are passed downwards to be
  executed.
• The general goals of the organizations are
  leading
• Examples are the military or government
• usable for teams which have to solve routine
  tactical problems

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Innovative independence

• antithesis of the traditional hierarchy
• also called random paradigm
• direction and decision process of the project
  organization is dependent on independent
  initiatives of the individuals
• directed towards innovation and creative autonomy
• the freedom of the individual with as goal
  creative and independent operation is more
  important than the collective goals
• examples are researchdevelopment departments of
  large companies or project teams which have to
  develop completely new products
• especially suited for teams that have to realize
  creative breakthroughs

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Adaptive collaboration

• also called open paradigm
• a synthesis between the random and the closed
  paradigm.
• innovation is integrated with collective goals by
  means of discussions and negotiations.
• it is a model of equal partnership in which roles
  and responsibilities are shared and assigned in a
  flexible way
• the open paradigm is especially suited for teams
  which have to solve complex problems

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Synchronous paradigm

• working in harmony
• the antithesis of the open paradigm.
• team members share a common vision of a common
  goal and a way of working to achieve that goal
• such a group maintains its common and parallel
  action by means of silent agreement and shared
  knowledge of what should be achieved and how
• Example is a group of agricultural workers busy
  getting the harvest in
• Especially suited for teams that must achieve
  repeated critical performance

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Exercise
A.Which paradigm is best suited for a software
team? B. Which paradigm best fits your own GIP
team?
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Kolb
Kolb's learning styles
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Belbin Team roles
The 9 Belbin Team Roles are

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Web Engineering team

• Content developers/providers
• Web publisher
• Web engineer
• Business domain experts
• Support specialist
• Administrator