Post on 01-May-2018
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• Generations(!) of MDI/ID-students have requested it
• Even if most of you’ve already worked in groups at the uni……most of you were in very homogenous
groups
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• 1) Initial stage� Insecurity, curiosity, showing off
• 2) The honeymoon� Intense communication and bonding
• 3) The ”we”-stage� Roles and means of communication are
being established� In groups with more than seven members,
sub groups emerge � Diversity is seen as a strength
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• 4) Conflict stage� Irritation, less praise, aggression, envy� Diversities are annoying� Group pressure builds up
• 5) Plateau stage� Fatigue, resignation
• 6) The effective stage� Unity, everyone working well towards the
same target� Tranquility, pleasure in one’s work,
satisfaction� Remains until conditions change…
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• Members of a group have task-related roles� System architecturer� Programmer� Database programmer� Designers
• Interaction designers• Graphic designers
� Project leader� Technical Project Leader� Technical writer
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• Members of a group also have roles related to “behaviour”/personality
• There are various theories on how to describe personalities…� Cattell Personality Inventory (16 PF), pairs
of attributes (intovert-extrovert, submissive-detemined, exact-creative etc.)
� Belbin
• … and numerous tests
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• Meredith Belbin and his colleagues have spent years studying team work in an experimental environment
• They have defined eight team roles� Coordinator (calm, confident, controlled)� Plant (creative, unorthodox, non-practical)� Implementer (conservative, dutiful)� Shaper (extrovert, dynamic, pushing, provoking)� Monitor/Evaluator (analytic, strategic, dry) � Team worker (sensitive, mild, indecisive, caring)� Resource Investigator (curious, communicative)� Completer-Finisher (thorough, perfectionist,
anxiuos )
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• Each of us have a primary and a secondaryrole, etc.
• Well-working teams consist of people with many different roles� One- or two-role teams are hardly ever
functional
• A person sometimes acts as his or her secondary team role, if it is missing in the group� If the team is smaller than eight, some
members may act out both their primary and secondary roles
• The ideal team size seems to be 4-6 people
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• Unfortunately there’s a widespread distrust between programmers and designers, leading to numerous conflicts
• Obvious reasons are� Time planning: designers are normally
busy during the beginning of the project, programmers in the end
� The client: There are always misunder-standings leading to redesign � new code
� User tests: These also cause redesign and might annoy not only the programmers…
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• Inner reasons� Lack of understanding of the problems and
possibilities within the ”other” discipline� View on design: For the designer it lives
and changes due to changed requirements, it is never really ”finished”. For the programmer it’s much easier if the design is set from the beginning
• Programmer: You’re irresolute, changingstuff all the time, whereas I’m the onemaking the important job!
• Designer: If the user can’t understand the system it doesn’t matter how genial the code is, you arrogant #@%¤#!!!
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• The groups must get an understanding of each others disciplines
• The entire group should take part in the initial system design meetings
• Let programmers take part as observers during user tests
• Let the entire group sit in the same room, if possible� More and better communication, ”cross
fertilization of ideas”
• Make early user tests to minimize last-minute redesigns
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• You have different competences� Graphical designers � Writers � Programmers
• Different areas of knowledge � different views & different wor(l)ds
• More…� Different levels of ambition� Different ways of working� Keeping your known roles (programmer
etc) or switching and learning from another?
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• The project leader serves as an interface and sometimes a filter between� the members of the group (or the groups in
the group!)� The customer� The own company� Other companies or people involved in the
project
• The project leader needs to� Keep everyone reasonably happy ==
compromise� Make sure the project is done on time
within budget � lots of administrative work
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• The project leader needs to be� Sensitive� Rather calm� Self confident� Tough-stomached
• The project leader needs to have� Good communication skills� Good negotiation skills
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• List all activities you can think of� Make time estimate
• Divide them into groups� Time based (e.g. ”preparations”)� Skill based (e.g. ”database programming”)
• Assign people to tasks• Make a time line
� Leave slack!
• Try to foresee problems; can you plan to avoid them?� Fear of computer breakdowns � daily
backups to server
• Have frequent check-up meetings
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• List activities• Divide them into groups
� Time based (e.g. ”preparations”)
� Skill based (e.g. ”databaseprogramming”)
• Assign people to tasks• Make a time line• Try to foresee problems• Check-ups?
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• Meredith Belbin: Management Teams - såskapas framgångsrika team� Management Teams: Why they succeed or
fail
• Meredith Belbin: Teamroller i praktiken� Team Roles at Work
• Ann & Marianne Fredriksson: De elva sammansvurna
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• How many sounds are there in Zookeeper’s game mode?� Do you think the sound feedback matters?
Why? Why not?� Which one sound do you think is the most
important one?
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• Marking• Shifting places• Scoring• Cumulative scoring• All-of-a-kind scoring• Angry animal• No more move• Running out of time• Level done• Level up
• Animals fall down onto new level
• Game over – animals run away
• Mouse-over options• Pause (actually the
same as ”angryanimal” – late fix?
• Background music
• I found some 15