1 I. Team Management – A few ideas (very briefly) The following slides are not in any sense intended to be a complete account of project team management. Due to shortage of time we just present an outline of a few ideas on motivation and leadership. This may be used as a starting point for those interested in finding out more.

2 I. Team Management – A few ideas (very briefly) Motivation The following figure (Yeates & Cadle) presents Maslow’s well known model or characterisation of what motivates people. Most (many?) people, Maslow says, prioritise satisfaction of needs at a lower level over those at the next higher level. This model may be used by a manager as a guide or tool in helping to understand how to get the best out of team members.

3 I. Team Management – A few ideas (very briefly) Leadership The following figure (Yeates & Cadle) suggests that an effective Project Manager or Team Leader should have the ability to satisfy the three areas of need as much as possible:

4 I. Team Management – A few ideas (very briefly) Leadership The following figure (Yeates & Cadle) identifies various leadership styles (due to Tannenbaum & Schmidt) which Project Managers (and Team Members!) should be aware of:

5 I. Team Management – A few ideas (very briefly) Leadership In conclusion, one large study has shown that people admire the following qualities in a leader: –Honesty –Competence –Forward looking –Inspiring This should give Project Managers some guidance on their approach!

6 I. Team Management – A few ideas (very briefly) The People Capability Maturity Model (P-CMM) This model is from the same SEI (Carnegie Mellon) “stable” as the CMM. Following notes are from a summary in “Managing the Software Enterprise”, Hall & Fernández-Ramil, Thompson (2007) There are several resources relating to P-CCM on the Internet. P-CMM is a road map for organisations –to improve the way they manage their workforce, and –to help in developing technical and managerial excellence and leadership It is emphasised that the most important resource in software-related work is the people. Hence, P-CMM is based on the idea that the first step in improving an organisation is to improve the way the organisation deals with people. As with any improvement effort, P-CMM starts with an assessment of the current state of the organisation.

7 I. Team Management – A few ideas (very briefly) The People Capability Maturity Model (P-CMM) P-CMM identifies levels, each of which (apart from Level 1) has an associated set of priorities. Level 1: Organisations do not have basic people-management practices Level 2: The move from Level 1 to Level 2 requires establishing –A fair compensation (salary and grading) system –Effective two-way communication by which individuals and managers share views of performance and expectations Level 3: To pass from Level 2 to Level 3, organisations –Must start identifying the core human resource competencies that are necessary to meet business needs, focussing on developing the talents and potential of existing personnel –Will help employees to achieve competencies & mastery of technology in areas which are key for business –Will support career development and motivate individuals to improve their knowledge & skills

8 I. Team Management – A few ideas (very briefly) The People Capability Maturity Model (P-CMM) Level 4: –Focusses on management of human resources at the team, unit and organisation-wide levels. –Idea is to facilitate, support, and measure team-based performance –Involves alignment of goals at the individual, team, and unit level. Level 5: –Focusses on coaching and continuous improvement of the people-management practices. Note: As with any such scheme, organisations can select from P-CMM the elements they need for their particular situation.

9 I. Team Management – A few ideas (very briefly) The People Capability Maturity Model (P-CMM)