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Project Team

Project Team. Minder Chen, Ph.D. CSU Channel Islands Minder.chen@csuci.edu. Team Life Cycle.

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Project Team

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  1. Project Team Minder Chen, Ph.D. CSU Channel Islands Minder.chen@csuci.edu

  2. Team Life Cycle • 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. • 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. • 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? • 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.

  3. Team Life Cycle • 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. • 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. • 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.

  4. Team Performance Model Meaning Relationships Task Choice http://www.youtube.com/watch?v=nzXM2A9Fc7s http://www.youtube.com/watch?v=34aQCY8Rk0I&feature=relmfu

  5. In Our Team….

  6. Customer’s Bill of Right Steve McConnell, Software Project Survival Guide, Microsoft Press, 1998.

  7. The Trompenaars Hampden-Turner Seven Dimensions of Culture Strict rules Situation- Oriented Collectivism Holistic Control Passion Egalitarian /Doing Hierarchy /Being

  8. 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.

  9. 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.

  10. 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.

  11. Project Team Size and Interfaces People Interfaces

  12. Teamwork?

  13. A New Model for Workgroup Across Geography Across Disciplines Vitrual Teams Critical Business Processes Collaboration Technologies Between Companies Between Departments On the Road

  14. Colocated Teams vs. Virtual Team Jessica Lipnack and Jeffrey Stamps, Virtual Teams: People Working Across Boundaries with Technology, Wiley, 2nd ed., 2000 http://www.netage.com/pub/books/VirtualTeams2.html

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

  16. 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 • http://www.polycom.com/index.html

  17. 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 • http://www.skype.com/intl/en-us/features/allfeatures/video-call/

  18. High Degree of Telepresence http://www.telepresencecatalog.com/cisco-telepresence-cts-3000-2/

  19. 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.

  20. What is Groupware/Collaboration system? • Groupware has been used to describe from e-mail 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

  21. Decision Information Center (1st Generation) Source: http://www.groupsystems.com http://www.cmi.arizona.edu/

  22. University of Arizona (2nd Generation)

  23. Facilitate Group Interactions Start-up Move-Out Wrap-up Maintain an open and collaborative climate Tie up loose ends at session's close Define session purpose and desired outcomes Initiate an open and collaborative climate Conclude along the way Check session's outcomes against desired outcomes Hold short warm-up Manage disruptive behavior Manage differences

  24. Facilitated Meetings Agenda Outcomes Rules Facilitator Public displays served as group or organizational memory Scribe (Technographer) Roles Participants Source: Adapted from http://www.grove.com/wkshp/wkshp.html

  25. 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

  26. Generic Problem-Solving Process and TeamSpirit TeamSpirit is a Web-based group decision support system / creative group problem solving system. Every user can create and facilitate meetings. Group Tool Classification TeamSpirit Toolbox • Share information • Discussion forum • Structured brainstorming • BrainstormingIdea consolidation • Rate alternative • Rank alternatives • Select alternatives • Multicriteria evaluation Divergent Thinking Idea generation Idea Organization Convergent Thinking Alternative Evaluation

  27. Problem-Solving Life Cycle Idea generation Idea generation Idea Organization Idea Organization Alternative Evaluation Alternative Evaluation Problem-Solving Life Cycle Identify problems or opportunities Create/design solutions or systems Generic Problem Solving Process Implement solutions or systems Idea generation Idea Organization Iteration Alternative Evaluation

  28. Group Problem Solving Process Manager Meeting Listing Roster Listing Agenda Execution Meeting Setup Roster Setup Agenda Setup Participants Join Meetings • Team • Repository • Users • Meetings • Meeting Rosters • Agendas • Activity Items • & Item Types Internet / Intranet Manage Meetings User Authentication and Registration TS Facilitators • Group Toolkit Facilitation Version Participation Version

  29. Facilitation Model David Sibbet, Visual Meetings: How Graphics, Sticky Notes and Idea Mapping Can Transform Group Productivity, 2010

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