1. Organizing a Project Team DS 2005

2. Outline Assessing Internal Skills Creating a Team Managing Team Issues

3. Think of Your Favorite Spy Movie

4. Generalities Project organization / organizing the software project team is critical part in software project management Software team productivity ≈ Critical cost for software engineering Managing technical people is relatively more difficult How to build and make the IS team works?

5. Developing Project Organization

6. Assessing Internal Skills Experience is the best barometer  Prior Projects  Personal Knowledge  Recommendation of Management  Recommendation of Team Members

7. Team Members Management Input Reputation of Workers Experience Assessment of Internal Skills is Derived from Multiple Sources

8. A Balance of Certifications and Experience Proves Expertise Experience Certifications Expertise

9. Creating a Team

10. Defining Team Structure As you begin to shape your project team, you will need to determine the type of team you’ll assembly. Specifically, your team will comprised one of two structures:  Part Time Matrix: This structure is fairly common as it allows employees to work on their regular assignments and a percentage of their time is allotted for your projects. All team members complete their assigned duties as part of their regular workweek  Full Time Matrix: This structure is more typical of contract- based workers. Full-time matrix employees are dedicated to the project 100% of their workweek

12. Project Participants

13. PM Must be Able to…. Understand his team as a group of individuals (if he can) to select the group individuals Understand the individual behaviors in the group Tailor the structure and group operating mode in respect to the task to be realized Supervise the group in order to ensure that the cost, schedule and performance objectives are met

14. Personal Ambitions must be put aside for the success of the projects Project Manager Jealousies Politics Anxiety Project Success Spirit of Teamwork

15. Motivating your Team How can you motivate your team and change the focus from self-centric to project- centric  Show the team members what’s in it for them  Show the team what this project mean to the company  Show the team why this is exciting  Show the team members their importance

16. Managing Team Issues Unit of One / Common Goals Do Thinks Small Individual Respect Right job and personnel assignments Open Communication

17. Unit of One A project team is unit of one, which can’t tolerate individual error All members must have the same Common visions about where the team is going The leaders and the members of good teams must have realistic expectations of goals and motives of a project, that’s why all members have to understand :  the project's purpose,  the strategy for getting the work accomplished,  the ultimate goal,  the benefits people will receive if the goal is met,  the measurement system that's going to be used, and  how differences of opinion ( or other conflicts ) are going to be handled.

18. Do Think Small !!!

20. Individual Respect To create personnel commitment and strong leadership Mostly IT people are highly educated and relatively more individualist Individual must have two basic qualities:  Resistance to stress  Adaptation Organization and team shared culture that rewards the project members

21. The Individual in a Group The Hard Worker  Motivated by work itself  Self-sufficient, resourceful, distant, introverted,  aggressive, independent The Careerist  Essentially motivated by his own success  Unpleasant, dogmatic, aggressive, emulator,  introverted, jealous The Social Type  Motivated by the presence and actions of his colleagues (rare)  Harmless, thoughtful, obliging The Pain in the,..er…,neck  you’ll know when you find one

22. Right Jobs Assignment Team members came from different background To define a right job desc, based on project assessment, will assure the project deliverables completion To assign right people to do the right job, is a way to bust project motivation and performance

23. Open Communication Open communication between project participants is a catalyst to bust the project performance Psychologically :  People are individuals and has their own project agenda  People aren't stupid. They know when they're being used.  People tend to be intimidated by those who hold leadership positions  A team works better when people are at ease with the leader. Members are more likely to saywhat's on their minds

24. “Be Quick but Don’t Hurry” John Wooden