1. Lecture 61 Lecture 7 COM822J1: Project Management & Software Quality Control

2. Lecture 62 Lecture 7 Motivation (Chapter 11) Teamwork (Chapter 12) Team structure (Chapter 13) Steve McConnell, Rapid Development: Taming Wilde Software Projects, Microsoft Press, ISBN 1-55615-900-5, 1996

3. Chapter 113 Motivation

4. 4 Of the four dimensions of rapid development (people, process, product, technology) – people has the greatest potential to shorten software schedules across a variety of projects “Motivation is undoubtedly the single greatest influence on how well people perform. Most productivity studies have found that motivation has a stronger influence on productivity than any other factor” (Boehm, 1981)

5. Motivation5 … Is a soft factor Is difficult to quantify and measure Is known to be an important factor But companies often don’t do anything about it Knowledge about it is available

6. Typical Developer Motivation6

7. 7 … Programmers – public More motivated by Possibility for growth Personal life Opportunity for technical supervision Interpersonal relations with their peers Much less motivated by Status Interpersonal relationship to subordinates Responsibility Recognition Programmers – managers More motivated by Possibility for growth Personal life Opportunity for technical supervision Much less motivated by responsibility Recognition Interpersonal relationship with subordinates

8. Top Five Motivation Factors For Developers8 Achievement Possibility for growth Work itself Personal life Technical-supervision opportunity

9. Top Five Motivation Factors For Developers9 … (Achievement) Ownership (buy-in) People will work harder to achieve their own goals Let developers set their own schedules Goal setting Avoid setting too many goals/objectives/priorities Team performance ranked against objectives that teams were told to optimise (Source: Rapid Development - Taming Wilde Software Projects, McConnell, 1996).

10. Top Five Motivation Factors For Developers10 … (Possibility For Growth) Software development Is an exciting, constantly changing field You have to (can) learn every day It is in an organisations best interest to help people determine how they wish to grow professionally Short-term and long-term impacts and benefits Possibilities for an organisation Providing tuition reimbursements for professional development classes Giving time off to attend classes or to study Providing reimbursements for purchase of professional books Assigning developers to projects that enhance their skills Assigning a mentor to each new developer Avoid excessive schedule pressure

11. Top Five Motivation Factors For Developers11 … (Work Itself) Internal motivation comes from three sources People need to experience meaning in their work Experience responsibility for the outcome of their work They must know the actual results of their work activities Five dimensions of the work itself that can contribute to these three sources of motivation Meaningfulness to people Skill variety (avoid boredom and fatigue) Task identity (requires you to complete a whole, identifiable piece of work) Task significance (how does your work affect others, social welfare) Responsibility for outcome Autonomy (degree of control over means and methods you use to do your job) Know about the result of work activities Job feedback (direct feedback how effective you are) Opportunity to focus on the work itself (distractions such as administration)

12. Top Five Motivation Factors For Developers12 … (Personal Life) Personal life is 4 th most important factor for developers - but only 15 th for managers Likely to be the hardest motivational factor for the manager to understand Managers sometimes reward their best workers by assigning them to the highest- profile, highest-pressure projects To a manager the extra responsibility would be a treat (reward) - personal life doesn’t matter that much for him To the developer the diminished personal life is a loss (punishment) Manager doesn’t have to understand the details why personal life is so important for the developer All a company can do is Schedule projects realistically Respect vacation and holidays Be sensitive to requests for time off during the workday

13. Top Five Motivation Factors For Developers13 … (Technical-Supervision Opportunity) For a developer a technical-supervision opportunity represents an achievement There exists a level of expertise sufficient to direct others For a manager this might represent a step backwards A manager is already supervising others and is probably happy to not getting involved into technical supervision Tips Assign each person on a project to be the technical lead for a particular product area (user-interface design, database connectivity, etc.) Assign each person to be the technical lead for a particular process area (technical reviews, data conversion, installation, etc.) Assign all but the most junior developers to be mentors

14. Other Motivation Factors14 Other Motivation Factors Rewards and incentives Developers grow tired of working for unappreciative companies Rewards are therefore important for long-term motivation It is important to present any reward as a gesture of appreciation rather than an incentive A reward should be unexpected The work should be the motivator and not the (expected) reward Possible awards Recognition diners Conference sponsorship Cash bonuses Vacation-time bonuses Pilot projects The Hawthorne Effect Run every project as an experiment (pilot project) Try out some new methodology in each project Inform the team that the project is a pilot project Performance reviews Is the single most important form of task-relevant feedback supervisors can provide

15. Motivation Killers15 Motivation Killers Hygiene factors Management manipulation Excessive schedule pressure Lack of appreciation for development’s efforts Inappropriate involvement of technically inept management Not involving developers in decisions that affect them Productivity barriers Low quality Heavy-handed motivation campaigns

16. Chapter 1216 Chapter 12 Teamwork

17. Software Uses Of Teamwork17 Software Uses Of Teamwork Team - a small group of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually responsible Teaming up in software Developing and reviewing project’s requirements Designing difficult parts of the project Reviewing individuals developers designs and code Developing coding standards Coordinating work on related pieces of a project Testing of requirements and design Auditing of projects progress …

18. Teamwork’s Importance In Rapid Development18 Teamwork’s Importance In Rapid Development Small projects versus large projects Large projects are group efforts Variations in team productivity 10/1 differences on individual productivity levels Team productivity 5/1 differences, different backgrounds and experience 2.5/1 differences, similar backgrounds and experience Cohesiveness and performance Work hard, are focused on project goals, enjoy work Cohesiveness contributes more to productivity than individual capabilities and experience do Contribution of a person’s to the cohesiveness of the team before their individual capabilities

19. Creating A High-Performance Team19 Creating A High-Performance Team A shared, elevating vision or goal A sense of team identity A result driven structure Competent team members A commitment to the team Mutual respect Interdependence among team members Effective communications A sense of autonomy A sense of empowerment Small team size A high level of enjoyment

20. Why Teams Fail20 Why Teams Fail Lack of common vision Lack of identity Lack of recognition Productivity roadblocks Problem personnel Ineffective communication Lack of trust

21. Long-term Team Building21 Long-term Team Building Higher productivity Lower start-up costs Lower risk of personnel problems Less turnover The idleness question

22. Teamwork Guidelines22 Teamwork Guidelines Source: Rapid Development - Taming Wilde Software Projects, McConnell, 1996.

23. Chapter 1223 Chapter 13 Team Structure

24. Comments24 Comments Even when you have skilled, motivated, hard-working people, the wrong team structure can undercut their efforts instead of catapulting them to success A poor team structure can increase development time, reduce quality, damage moral, increase turnover, and ultimately lead to project cancellation Currently about on-third of all team projects are organised in ineffective ways (Johns 1994)

25. Team Objectives And Team Structures25 Team Objectives And Team Structures The first consideration is to determine the team’s broad objectives Problem resolution Focuses on solving a complex poorly defined problem Creativity Aim of the team is to explore possibilities and alternatives Tactical execution Team focuses on carrying out a well-defined plan

26. Team Objectives And Team Structures26 … Source: Rapid Development - Taming Wilde Software Projects, McConnell, 1996.

27. Additional Team Design Features27 Additional Team Design Features There are four more team-structure features that seem to characterise all kinds of efficiently functioning teams Clear roles and accountabilities Every person in the team counts, knows what to do, and is accountable for his/her work Monitoring of individual performance and providing feedback Need for mechanisms for letting the team know whether their performance is acceptable and in what way it needs improvement Effective communication Information must be easily accessible, originate from reliable resources, room for informal discussions/communication Fact-based decision making E.g., avoid arbitrary, subjective, decision making

28. Team Models28 Team Models Business team (all kinds of projects: problem resolution, creative, tactical execution) Peer group headed by a technical lead Aside from technical lead all team members have equal status Technical lead is an active contributor, and is chosen on the basis of technical experience rather than management skills Chief programmer team (projects: creative, tactical execution) Some developers are (much) better than others The chief programmer drafts the entire specification, completes all the design, writes the vast majority of the production code, and is virtually responsible for all of the decisions on a project Backup programmers, research assistants Skunkworks team (projects: creative) Group of talented, creative product developers Work in a facility free from bureaucratic restrictions Develop and innovate (creative, but poor visibility)

29. Team Models29 … Feature team (projects: problem-resolution, creative) Team organised according to features (printing, graphing, documentation) Responsibility for parts of the product’s functionality Hierarchical, reporting structure Search and rescue team (projects: problem resolution) Focuses on solving a specific problem Requires specialised knowledge, skills SWAT team (projects: tactical execution) Special weapons and tactics - skilled with advanced tools Professional athletic team (projects: tactical execution) The manager operates more in the background The developers are the stars of the team Team members have highly specialised roles and so are critical for the success of a project Highly specialised projects relevant to the individual strength of the team members

30. Team Models30 … Theatre team (projects: modern multimedia projects) Central role is occupied by the director Individual team members are restricted in their creativity (interpret their roles) You sign up for a (one) particular role Strong direction and a lot of negotiation about project roles Integrates strong individual contributions within a central vision on creative projects Large teams Special problems of communication and coordination Create small groups (teams) Appoint representatives to interact with each other In reality we find a mixture, or the use of different team structures at different times or in parallel

31. Effectiveness Profile Of Team Lifecycle31 Effectiveness Profile Of Team Lifecycle Source: Project Management, H. Maylor, 1996

32. Lecture 6 Summary32 Lecture Summary This lecture was about Motivation Teamwork Team structure