Project Team Minder Chen, Ph.D. CSU Channel Islands

PM: Team - 2 © Minder Chen, 2012

PM: Team - 3 © Minder Chen, 2012 Team Life Cycle 1.Orientation - WHY am I here? When teams are forming, everybody wonders WHY they are here. What their potential fit is? and whether others will accept them? People need some kind of answer to continue. 2.Trust Building - WHO are you? Next, people want to know WHO they will work with - their expectations, agendas and competencies. Also, it includes useful exchange among team members. 3.Goal Clarification - WHAT are we doing? The main work of the team begins with clarifying team goals basic assumptions and visions. Terms and definitions come to the picture. WHAT are the priorities? 4.Commitment - HOW do we do it? Sometimes, discussions need to end and decisions must be done about HOW resources, time, staff - all the bottom line constraints - will be managed. Agreed roles are the key.

PM: Team - 4 © Minder Chen, 2012 Team Life Cycle 5.Implementation - WHO does WHAT, WHEN, WHERE? Teams begin doing work in sequence and settle on WHO does WHAT, WHEN and WHERE in action. Timing and scheduling dominate this stage. 6.High Performance - WOW! When methods are mastered, the team can begin to change its goals and flexibly respond to the environment. The team can say, "WOW!" and surpass certain expectations. 7.Renewal - WHY continue? Teams are dynamic. People get tired; members change. People wonder "WHY continue?" It's time to harvest learning and prepare for a new cycle of action.

PM: Team - 5 © Minder Chen, 2012 Team Performance ModelRelationships Meaning Task Choice

PM: Team - 6 © Minder Chen, 2012 ResolvedBlockers Orientationº Purpose º Team Identity º Membership º Disorientation º Uncertainty º Fear Trust Buildingº Mutual regard º Forthrightness º Reliability º Caution º Mistrust º Façade Goal Clarificationº Explicit assumption º Clear, integrated goals º Shared vision º Apathy º Irrelevant competition º Scepticism Commitmentº Assigned roles º Allocated resources º Decisions made º Dependence º Resistance Implementationº Clear processes º Alignment º Disciplined execution º Conflict/confusion º Non-alignment º Missed deadlines High Performanceº Spontaneous interaction º Synergy º Surpassing results º Overloaded º Disharmony Renewalº Recognition & celebration º Staying power º Change Mastery º Boredom º Burnout

PM: Team - 7 © Minder Chen, 2012 In Our Team….

PM: Team - 8 © Minder Chen, 2012 Customer’s Bill of Right Steve McConnell, Software Project Survival Guide, Microsoft Press, 1998.

PM: Team - 9 © Minder Chen, 2012 The Trompenaars Hampden-Turner Seven Dimensions of Culture Collectivism Situation- Oriented Strict rules Passion Holistic Hierarchy /Being Egalitarian /Doing Control

PM: Team - 10 © Minder Chen, 2012 The Mythical Man-Month The Mythical Man-Month: Assigning more programmers to a project running behind schedule, may make it even more late. The Second-System Effect: The second system an engineer designs is the most bloated system she will EVER design. Conceptual Integrity: To retain conceptual integrity and thereby user-friendliness, a system must have a single architect (or a small system architecture team), completely separate from the implementation team. The Manual: The chief architect should produce detailed written specifications for the system in the form of the manual, which leaves no ambiguities about any part of the system and completely specifies the external specifications of the system i.e. what the user sees.

PM: Team - 11 © Minder Chen, 2012 The Mythical Man-Month Pilot Plant: When designing a new kind of system, a team should factor in the fact that they will have to throw away the first system that is built since this first system will teach them how to build the system. The system will then be completely redesigned using the newly acquired insights during building of the first system. This second system will be smarter and should be the one delivered to the customer. Formal Documents: Every project manager must create a roadmap in the form of formal documents which specifies milestones precisely and things like who is going to do what and when and at what cost. Communication: In order to avoid disaster, all the teams working on a project, such as the architecture and implementation teams, should stay in contact with each other in as many ways as possible and not guess or assume anything about the other. Ask whenever there's a doubt. NEVER assume anything.

PM: Team - 12 © Minder Chen, 2012 The Mythical Man-Month Code Freeze and System Versioning: No customer ever fully knows what she wants from the system she wants you to build. As the system begins to come to life, and the customer interacts with it, he understands more and more what he really wants from the system and consequently asks for changes. These changes should of course be accomodated but only upto a certain date, after which the code is frozen. All requests for more changes will have to wait until the NEXT version of the system. If you keep making changes to the system endlessly, it may NEVER get finished. Specialized Tools: Every team should have a designated tool maker who makes tools for the entire team, instead of all individuals developing and using their private tools that no one else understands. No silver bullet: There is no single strategy, technique or trick that will exponentially raise the productivity of programmers.

PM: Team - 13 © Minder Chen, 2012 Project Team Size and Interfaces People Interfaces

PM: Team - 14 © Minder Chen, 2012 Teamwork?

PM: Team - 15 © Minder Chen, 2012 A New Model for Workgroup Across Geography Across Geography On the Road On the Road Across Disciplines Across Disciplines Between Companies Between Companies Between Departments Between Departments Critical Business Processes

PM: Team - 16 © Minder Chen, 2012 Colocated Teams vs. Virtual Team Jessica Lipnack and Jeffrey Stamps, Virtual Teams: People Working Across Boundaries with Technology, Wiley, 2 nd ed.,

PM: Team - 17 © Minder Chen, 2012 Teamwork & Groupware Same Time (Synchronous) Same Time (Synchronous) Different Time (Asynchronous)) Different Time (Asynchronous)) Multi-media presentation systems Key-pad based voting tools Facilitated meetings using a PC Networked PCs based GDSS Project/team rooms Shared offices Screen sharing Audio/video conferencing: Skype Web-based desktop conferencing: WebEx Instant messaging: Skype CMS: wiki, Google Docs Discussion forum Workflow Different Place (Virtual Team) Different Place (Virtual Team) Same Place (Colocated) Same Place (Colocated) CMS: Content management system

PM: Team - 18 © Minder Chen, 2012 Videoconferencing Videoconference - a set of interactive telecommunication technologies that allow two or more locations to interact via two-way video and audio transmissions simultaneously. Example: –PictureTel from Polycom –

PM: Team - 19 © Minder Chen, 2012 Web Conferencing Web conferencing - blends audio, video, and document-sharing technologies to create virtual meeting rooms where people “gather” at a password-protected Web site. Example: Skype us/features/allfeatures/video-call/

PM: Team - 20 © Minder Chen, 2012 High Degree of Telepresence

PM: Team - 21 © Minder Chen, 2012 Cisco employees in New York, left, and San Jose, Calif., on screen, meeting via Telepresence. Cisco’s 3000 model sells for $299,000. “Double that to $600,000 when you add a similar system at a remote location.

PM: Team - 22 © Minder Chen, 2012 What is Groupware/Collaboration system? Groupware has been used to describe from to work-flow-automation software. Definition: Systems that integrate computers and communications systems to implement group techniques to support communication, coordination, and decision making via structuring the processes and contents of teamwork. Alias:  Collaboration Technologies  Computer-support cooperative work (CSCW)  Group decision support systems (GDSS)  Computer-mediated communication systems  Workgroup computing

PM: Team - 23 © Minder Chen, 2012 Decision Information Center (1 st Generation) Source:

PM: Team - 24 © Minder Chen, 2012 University of Arizona (2 nd Generation)

PM: Team - 25 © Minder Chen, 2012 Facilitate Group Interactions Start-up Move-Out Wrap-up Hold short warm-up Initiate an open and collaborative climate Maintain an open and collaborative climate Manage disruptive behavior Manage differences Conclude along the way Tie up loose ends at session's close Check session's outcomes against desired outcomes Define session purpose and desired outcomes

PM: Team - 26 © Minder Chen, 2012

PM: Team - 27 © Minder Chen, 2012

PM: Team - 28 © Minder Chen, 2012 Facilitated Meetings Source: Adapted from Agenda Outcomes Roles Participants Facilitator Rules Scribe (Technographer) Public displays served as group or organizational memory

PM: Team - 29 © Minder Chen, 2012 Managing Meetings as a Problem-Solving Process A meeting Agenda item 1 Agenda Item 2 Agenda Item 3 … A problem solving process Problem-solving activity or task 1 Problem-solving activity or task 2 Problem-solving activity or task 3 … Meeting Roles Facilitator: Design, set up, and monitor the meeting Participant: Participate in a meeting

PM: Team - 30 © Minder Chen, 2012 Generic Problem-Solving Process and TeamSpirit Share information Discussion forum Structured brainstorming Brainstorming Idea consolidation Rate alternative Rank alternatives Select alternatives Multicriteria evaluation Idea generation Idea Organization Alternative Evaluation TeamSpirit Toolbox DivergentThinking ConvergentThinking Group Tool Classification TeamSpirit is a Web-based group decision support system / creative group problem solving system. Every user can create and facilitate meetings.

PM: Team - 31 © Minder Chen, 2012 Problem-Solving Life Cycle Idea generation Idea Organization Alternative Evaluation Generic Problem Solving Process Identify problems or opportunities Create/design solutions or systems Implement solutions or systems Idea generation Idea Organization Alternative Evaluation Idea generation Idea Organization Alternative Evaluation Problem-Solving Life Cycle Iteration

PM: Team - 32 © Minder Chen, 2012 Team Repository Users Meetings Meeting Rosters Agendas Activity Items & Item Types Team Repository Users Meetings Meeting Rosters Agendas Activity Items & Item Types Group Toolkit Group Toolkit Group Problem Solving Process Manager Meeting Listing Roster Listing Agenda Execution Meeting Setup Roster Setup Agenda Setup Group Problem Solving Process Manager Meeting Listing Roster Listing Agenda Execution Meeting Setup Roster Setup Agenda Setup User Authentication and Registration Join Meetings Manage Meetings Participation Version Facilitation Version Internet / Intranet Facilitators Participants TS Idea generation Idea consolidation Idea evaluation

PM: Team - 33 © Minder Chen, 2012 Facilitation Model David SibbetDavid Sibbet, Visual Meetings: How Graphics, Sticky Notes and Idea Mapping Can Transform Group Productivity, 2010