1. Applied Software Project Management Andrew Stellman & Jennifer Greene Applied Software Project Management http://www.stellman-greene.com1 Applied Software Project Management Chapter 10 Management and Leadership [Modified version of Stellman and Greene’s Chapter 10 slides. Adapted for class use only in the CS 709B course at UNR, Spring 2012]

2. Applied Software Project Management Andrew Stellman & Jennifer Greene Applied Software Project Management http://www.stellman-greene.com2 Outline Introduction Principles  Take responsibility  Do everything out in the open  Manage your organization  Manage your team Team motivation [Sommerville, 2010] Discussion  Profile of the ideal project manager  Profile of the ideal employee

3. Applied Software Project Management Andrew Stellman & Jennifer Greene Applied Software Project Management http://www.stellman-greene.com3 Introduction Projects are not fully predictable New situations are likely occur, as project manager you need to think your way through solutions Always keep in mind some sound software engineering principles and fundamental project management ideas The project manager acts like an information conduit Explain your decisions

4. Applied Software Project Management Andrew Stellman & Jennifer Greene Applied Software Project Management http://www.stellman-greene.com4 Responsibility, authority and accountability A person has responsibility for a task if:  He or she is given sufficient authority to perform it  He or she is accountable for its completion A person has authority to perform a task only if he or she has adequate control over the resources necessary to complete the task A person is accountable for a task if failure to adequately perform that task carries professional consequences

5. Applied Software Project Management Andrew Stellman & Jennifer Greene Applied Software Project Management http://www.stellman-greene.com5 Delegation Delegation is assigning responsibility of a task to a team member When delegating a task, the project manager must ensure that the team member has the authority to perform it and is accountable for the results When delegating, authority and responsibility are still retained

6. Applied Software Project Management Andrew Stellman & Jennifer Greene Applied Software Project Management http://www.stellman-greene.com6 Transparency When the project manager creates a document, holds a meeting of interest to others, or makes an important project decision, all of the information produced should be shared and used with everyone involved in the project

7. Applied Software Project Management Andrew Stellman & Jennifer Greene Applied Software Project Management http://www.stellman-greene.com7 Transparency All work products should be public  All team members, senior managers and stakeholders should have access to every work product produced for the project  Project managers and team members benefit because they make more informed decisions  Senior managers and stakeholders are always kept informed

8. Applied Software Project Management Andrew Stellman & Jennifer Greene Applied Software Project Management http://www.stellman-greene.com8 Transparency Decisions should be made based on known guidelines  Published standards documents help others understand the way certain roles must be filled  Documents should be based on templates when possible  Process documents ensure that each project is done using a repeatable process  Use performance plans to set expectations for individual team members

9. Applied Software Project Management Andrew Stellman & Jennifer Greene Applied Software Project Management http://www.stellman-greene.com9 Manage the Organization Prevent senior managers from seeing software projects as a cost burden  A project is successful if its costs are justified by its benefits  Establishing a track record of successful projects is the most effective way for a project manager to reverse dangerous attitudes in senior management

10. Applied Software Project Management Andrew Stellman & Jennifer Greene Applied Software Project Management http://www.stellman-greene.com10 Manage the Organization Show senior managers the impact of their decisions  Decisions are frequently made based on gut feelings instead of objective analysis  The people making decisions about the project need to understand the details  Show senior managers that improving project management practices will help them meet their goals

11. Applied Software Project Management Andrew Stellman & Jennifer Greene Applied Software Project Management http://www.stellman-greene.com11 Manage the Organization Don’t confuse flexibility with always saying yes  Don’t agree to an unrealistic schedule  Change your approach when necessary  Don’t confuse “easy to describe” with “easy to implement”

12. Applied Software Project Management Andrew Stellman & Jennifer Greene Applied Software Project Management http://www.stellman-greene.com12 Manage Your Team Avoid common management pitfalls  Don’t manage from your gut  Don’t second-guess estimates Remember Brooks’ Law: “Adding manpower to a late software project makes it later”  Don’t expect consensus all of the time  Make your mistakes public  Accept criticism

13. Applied Software Project Management Andrew Stellman & Jennifer Greene Applied Software Project Management http://www.stellman-greene.com13 Manage Your Team Avoid micromanagement  Don’t expect to review everything  Don’t fall into the “hands-on manager” trap  Use transparency to your advantage  Don’t be afraid to let your team members make mistakes

14. Applied Software Project Management Andrew Stellman & Jennifer Greene Applied Software Project Management http://www.stellman-greene.com14 Manage Your Team Address performance problems early  Work with each team member to develop a performance plan  Set standards that are fair and attainable  Measure each team member’s progress against known and agreed-upon goals  Correct performance problems as early as possible

15. Applied Software Project Management Andrew Stellman & Jennifer Greene Applied Software Project Management People management factors [Sommerville 2010]  Consistency  Team members should all be treated in a comparable way without favourites or discrimination  Respect  Different team members have different skills and these differences should be respected  Inclusion  Involve all team members and make sure that people’s views are considered  Honesty  You should always be honest about what is going well and what is going badly in a project

16. Applied Software Project Management Andrew Stellman & Jennifer Greene Applied Software Project Management Motivating people [Sommerville 2010]  An important role of a manager is to motivate the people working on a project  Motivation means organizing the work and the working environment to encourage people to work effectively  If people are not motivated, they will not be interested in the work they are doing. They will work slowly, be more likely to make mistakes and will not contribute to the broader goals of the team. 16Chapter 22 Project management

17. Applied Software Project Management Andrew Stellman & Jennifer Greene Applied Software Project Management Motivating people [Sommerville 2010]  Motivation is a complex issue but it appears that their are different types of motivation based on:  Basic needs (e.g. food, sleep, etc.)  Personal needs (e.g. respect, self-esteem)  Social needs (e.g. to be accepted as part of a group)  Esteem needs  Self-realization needs 17Chapter 22 Project management

18. Applied Software Project Management Andrew Stellman & Jennifer Greene Applied Software Project Management Human needs hierarchy 18Chapter 22 Project management

19. Applied Software Project Management Andrew Stellman & Jennifer Greene Applied Software Project Management Need satisfaction [Sommerville 2010]  In software development groups, basic physiological and safety needs are not an issue  Social  Provide communal facilities  Allow informal communications, e.g. via social networking  Esteem  Recognition of achievements  Appropriate rewards  Self-realization  Training - people want to learn more  Responsibility 19Chapter 22 Project management

20. Applied Software Project Management Andrew Stellman & Jennifer Greene Applied Software Project Management Personality types [Sommerville 2010]  The needs hierarchy is almost certainly an over-simplification of motivation in practice  Motivation should also take into account different personality types:  Task-oriented  Self-oriented  Interaction-oriented 20Chapter 22 Project management

21. Applied Software Project Management Andrew Stellman & Jennifer Greene Applied Software Project Management Personality types [Sommerville 2010]  Task-oriented  The motivation for doing the work is the work itself;  Self-oriented  The work is a means to an end which is the achievement of individual goals - e.g. to get rich, to play tennis, to travel etc.;  Interaction-oriented  The principal motivation is the presence and actions of co-workers. People go to work because they like to go to work. 21Chapter 22 Project management

22. Applied Software Project Management Andrew Stellman & Jennifer Greene Applied Software Project Management Motivation balance [Sommerville 2010]  Individual motivations are made up of elements of each class  The balance can change depending on personal circumstances and external events  However, people are not just motivated by personal factors but also by being part of a group and culture  People go to work because they are motivated by the people that they work with 22Chapter 22 Project management

23. Applied Software Project Management Andrew Stellman & Jennifer Greene Applied Software Project Management http://www.stellman-greene.com23 Discussion Profile of the ideal manager

24. Applied Software Project Management Andrew Stellman & Jennifer Greene Applied Software Project Management http://www.stellman-greene.com24 Discussion Profile of the ideal employee