The Project Team

1. The Project Team

2. 2 / 18 Major Ideas • Software Projects are Cultural Events • Management ≠ Leadership • Team’s ability is based more on its personality than its skill

3. Cohesion • Biggest influence on Productivity is TeamCohesion • Team cohesion influences how the team reacts to external influences, internal problems, and project challenges

4. 4 / 18 Cultural To-Dos • Monitor and Manage Culture, as well as technical issues • Understand each team member’s background and personality • Match Roles to Personalities • Understand the Organizational Culture

5. 5 / 18 Engineering Roles • Requirements Analyst • Designer • Quality Assurance • Marketing / Customer Liaison • Tools Expert • Documentation • Trainer • …

6. 6 / 18 Cultural Roles • Leader • Listener • Talker • Expert • Complainer • …

7. 7 / 18 Management vs Leadership • Management is derived by title • People are required to follow the manager • Leadership draws extra effort without obligation • Most managers rose because of technical skills, not people skills

8. 8 / 18 Management vs Leadership Manager – Do things Right Leader – Do the Right Thing

9. Manager’s ToDo List • Gain visibility without micromanagement • Review process and products, not people • Coordinate, don’t manipulate • Use your knowledge, not your power • Focus on project’s needs and people’s needs, not your power

10. 10 / 18 Leader’s ToDo List • Hire for trait and train for skill • Be confident in self and team • Be fallible • Lead by example • Utilize team member’s talents • Complete commitments on time

11. 11 / 18 Leader’s ToDo List • Allow staff to make decisions • Place workers physically together • Limit the number of projects assigned to a person • Never impose phony deadlines • Allow teams to jell, don’t mix them up frequently • Create ritual (team meetings)

12. 12 / 18 The Mythical Man-Month by Fred Brooks • Communication Costs grow exponentially as team size grows • Adding people to a late project makes it later.

13. 13 / 18 How much Leadership? Team Leader Unwilling & Unable strong direction Unwilling & Able soft direction, sensitive to feelings Willing & Unable concern for feelings, help do tasks Willing & Able stand back and get out of their way see table 6-14 and Figure 6-9.

14. 14 / 18 Improving the Team • Make professional development a project goal • Recognize long and short term development goals • Let each member specify personal goals • Have members track their time

15. 15 / 18 P-CMM www.sei.cmu.edu/cmm-p The People Capability Maturity Model (People CMM) is a framework that helps organizations successfully address their critical people issues. Based on the best current practices in fields such as human resources, knowledge management, and organizational development, the People CMM guides organizations in improving their processes for managing and developing their workforces. The People CMM helps organizations characterize the maturity of their workforce practices, establish a program of continuous workforce development, set priorities for improvement actions, integrate workforce development with process improvement, and establish a culture of excellence. Since its release in 1995, thousands of copies of the People CMM have been distributed, and it is used worldwide by organizations, small and large.

16. 16 / 18 SEI's Motivation to develop P-CMM • Scarce talent • High salaries • High turnover • Increased workloads • Unfinished work

17. 17 / 18 P-CMM • Level One – ad hoc • Level Two – stable foundation of processes across organization • Level Three – best practices are made the common practice • Level Four – processes are managed • Level Five – continuous improvement

18. 18 / 18 Next Time… • Now that we have a team and know the customer's environment, let's get started. • Step One - define the scope and set some measurable goals