1 ETM 5221 - Engineering Teaming Spring 2002 ETM5221 Engineering Teaming: Application and Execution...

11ETM 5221 - Engineering Teaming Spring 2002ETM 5221 - Engineering Teaming Spring 2002

ETM5221 Engineering ETM5221 Engineering Teaming: Application and Teaming: Application and

ExecutionExecution

Nicholas C. Romano, Jr.Nicholas C. Romano, Jr.

Nicholas-Romano@mstm.okstate.eduNicholas-Romano@mstm.okstate.edu

Paul E. RosslerPaul E. Rossler

prossle@okstate.eduprossle@okstate.edu

Week 4 April 23, 2002Week 4 April 23, 2002Group Dynamics Group Dynamics

AgendaAgenda

• A quick review of difficulties with groupsA quick review of difficulties with groups

• Helping direct group dynamicsHelping direct group dynamics

• Jelled teams and productive workplacesJelled teams and productive workplaces

• The mythical man-monthThe mythical man-month

• Key features of the Group System ConceptKey features of the Group System Concept

Meeting purposes: Almost 2/3 Meeting purposes: Almost 2/3 involve complex group processesinvolve complex group processes

0% 10% 20% 30% 40% 50% 60%

Demonstrate a project or system

Accept Reports

Explore new ideas and concepts

Gain support for a program

Facilitate staff communicaiton

Ensure that everyone understands

Solve a Problem

Reach group decision or judgement

Reconcile conflict

(Monge, P. R., McSween, C., & Wyer, J. 1989)

Look who’s talkingLook who’s talking

• Traditional TeamworkTraditional Teamwork

– Boss talked 33% of timeBoss talked 33% of time

– Next person 22%Next person 22%

• Technology Supported TeamworkTechnology Supported Teamwork

– Boss talked 5 %Boss talked 5 %

– Next person 8% Next person 8% (From Romano)(From Romano)

A quick review of difficulties A quick review of difficulties with groupswith groups

• Some tasks are simply not well suited for Some tasks are simply not well suited for group methods or processesgroup methods or processes

• Often develop preferred ways of looking at Often develop preferred ways of looking at problems that can inhibit innovationproblems that can inhibit innovation

• Synergistic effect can be absentSynergistic effect can be absent

– For example, brainstorming doesn’t exceed For example, brainstorming doesn’t exceed performance of individually produced and performance of individually produced and combined resultscombined results

Difficulties (continued)Difficulties (continued)

• Politics, power, and position can dominate Politics, power, and position can dominate

methods or results methods or results

– Or can suppress contributions of othersOr can suppress contributions of others

• A group fulfills social needs, but group A group fulfills social needs, but group

seldom has ways of regulating amountseldom has ways of regulating amount

• Fairly reliable characteristic of groups to Fairly reliable characteristic of groups to

get off track and get stuck thereget off track and get stuck there

• Groups tend to have relatively low Groups tend to have relatively low aspiration levels with respect to quality of aspiration levels with respect to quality of solutions acceptedsolutions accepted

– Once some level of acceptance is inferred, little Once some level of acceptance is inferred, little further search happensfurther search happens

• Often lack concern and method for dealing Often lack concern and method for dealing with way to best utilize and communicate with way to best utilize and communicate members’ knowledgemembers’ knowledge

• Strongly influenced by cultural normsStrongly influenced by cultural norms

– In natural groups, members tend to be In natural groups, members tend to be conservative, circumspectconservative, circumspect

• If the group’s efforts do not appear If the group’s efforts do not appear reinforced, effort is reducedreinforced, effort is reduced

• As group size increases, effort contributed As group size increases, effort contributed by each individual member tends to by each individual member tends to decreasedecrease

• Reliably exhibit norms against devoting Reliably exhibit norms against devoting

time to planning their methodstime to planning their methods

– Move immediately to attacking problem, Move immediately to attacking problem,

relying on implicitly shared methodsrelying on implicitly shared methods

– Considerable likelihood that method is poorly Considerable likelihood that method is poorly

adapted to task and only modestly effectiveadapted to task and only modestly effective

– Seldom have ability to change the method when Seldom have ability to change the method when

things not going wellthings not going well

Effective use of roles and Effective use of roles and process help direct dynamicsprocess help direct dynamics• Group process management rolesGroup process management roles

• Group process member rolesGroup process member roles

– TaskTask

– MaintenanceMaintenance

– Non-productiveNon-productive

• Group process communication patternsGroup process communication patterns

• Team member rolesTeam member roles

An input-process-output An input-process-output model of teamworkmodel of teamwork

GroupGroup

TaskTask

ContextContext

TechnologyTechnology

ProcessProcess OutcomeOutcome

(Source: Doug Vogel)

Artificial IntelligenceArtificial IntelligenceSensemakingSensemaking

Hi Idea GenerationIdea Generation PrioritizingPrioritizing Policy DevelopmentPolicy DevelopmentIdea OrganizationIdea Organization

Satisfaction

1 1 1/2 1/2 1 - 2

Satisfaction as a Function of Task

AI CategorizerAI Categorizer

• Analyzes semantic contentAnalyzes semantic content

• Finds and clusters like ideasFinds and clusters like ideas

• Performs as well or betterPerforms as well or better

as an expert humanas an expert human

Group process management Group process management rolesroles

• LeaderLeader

– Plans agenda (including what’s offline)Plans agenda (including what’s offline)

– Decides processDecides process

– Ensures closure and continuityEnsures closure and continuity

Group process management Group process management roles (cont’d.)roles (cont’d.)

• FacilitatorFacilitator

– Uses group processes to help groupUses group processes to help group

» Engage in divergent thinkingEngage in divergent thinking

» Survive stress relief, catharsis stageSurvive stress relief, catharsis stage

» Formulate creative proposalsFormulate creative proposals

» Bring agreements to closureBring agreements to closure

– Ensures procedural fairnessEnsures procedural fairness

Group processGroup processmanagement roles (cont’d.)management roles (cont’d.)

• RecorderRecorder

– Assists facilitatorAssists facilitator

– Captures action items and decisionsCaptures action items and decisions

• Process observerProcess observer

– Makes note of roles played by group membersMakes note of roles played by group members

– Notes communication patternsNotes communication patterns

– Comments on process quality when appropriateComments on process quality when appropriate

Task RolesTask Roles

Initiating ActivityInitiating Activity

– Proposing solutionsProposing solutions

– Suggesting new ideas, problem Suggesting new ideas, problem

definitions, approaches, or organization definitions, approaches, or organization

of materialof material

Task Roles (cont’d.)Task Roles (cont’d.)

Seeking InformationSeeking Information

– Asking for clarification of suggestions, Asking for clarification of suggestions,

requesting additional information, or requesting additional information, or

factsfacts

Seeking OpinionSeeking Opinion

– Looking for an expression of feeling Looking for an expression of feeling

about something from membersabout something from members

– Seeking clarification of values, Seeking clarification of values,

suggestions, or ideassuggestions, or ideas

Giving InformationGiving Information

– Offering facts or generalizationsOffering facts or generalizations

– Relating one's own pertinent experience Relating one's own pertinent experience

to the group problem to illustrate pointsto the group problem to illustrate points

Giving OpinionGiving Opinion

– Stating an opinion or belief concerning Stating an opinion or belief concerning

the value of a suggestion or one of the value of a suggestion or one of

several suggestionsseveral suggestions

ElaboratingElaborating

– Clarifying, giving examples or Clarifying, giving examples or

developing meaningsdeveloping meanings

– Trying to envision how a proposal might Trying to envision how a proposal might

work if adoptedwork if adopted

CoordinatingCoordinating

– Showing relationships among various Showing relationships among various

ideas or suggestionsideas or suggestions

– Attempting to draw together activities, Attempting to draw together activities,

ideas, or suggestions of various ideas, or suggestions of various

subgroups or members. subgroups or members.

SummarizingSummarizing

– Restating suggestions after the group has Restating suggestions after the group has

discussed themdiscussed them

Maintenance RolesMaintenance Roles

EncouragingEncouraging

– Being friendly, warm, responsive to othersBeing friendly, warm, responsive to others

– Praising others and their ideasPraising others and their ideas

– Agreeing with and accepting contributions Agreeing with and accepting contributions

of othersof others

Maintenance Roles (cont’d.)Maintenance Roles (cont’d.)

GatekeepingGatekeeping

– Trying to make it possible for another Trying to make it possible for another

member to make a contribution to the member to make a contribution to the

groupgroup

Standard SettingStandard Setting

– Expressing standards for the group to use in Expressing standards for the group to use in

choosing its content, procedures, decision choosing its content, procedures, decision

makingmaking

– Reminding the group to avoid decisions which Reminding the group to avoid decisions which

conflict with group standardsconflict with group standards

FollowingFollowing

– Going along with decisions of the groupGoing along with decisions of the group

– Thoughtfully accepting ideas of othersThoughtfully accepting ideas of others

– Serving as audience during group discussionServing as audience during group discussion

Expressing Group FeelingExpressing Group Feeling

– Summarizing what group feeling is Summarizing what group feeling is

sensed to besensed to be

– Describing reactions of the group to Describing reactions of the group to

ideas or solutionsideas or solutions

Combination Task and Combination Task and Maintenance RolesMaintenance Roles

EvaluatingEvaluating

– Submitting group decisions or Submitting group decisions or

accomplishments to comparison with accomplishments to comparison with

group standardsgroup standards

– Measuring accomplishments against Measuring accomplishments against

goalsgoals

Combination Task and Combination Task and Maintenance Roles (cont’d.)Maintenance Roles (cont’d.)

DiagnosingDiagnosing

– Determining sources of difficulties, Determining sources of difficulties,

appropriate steps to take nextappropriate steps to take next

– Analyzing the main block to progressAnalyzing the main block to progress

Combination Task and Combination Task and Maintenance Roles (cont’d)Maintenance Roles (cont’d)

MediatingMediating

– HarmonizingHarmonizing

– Conciliating differences in points of viewConciliating differences in points of view

– Suggesting compromise solutionsSuggesting compromise solutions

Relieving TensionRelieving Tension

– Draining of negative feelings by jestingDraining of negative feelings by jesting

– Putting a tense situation in wider contextPutting a tense situation in wider context

Testing for ConsensusTesting for Consensus

– Tentatively asking for group opinions in Tentatively asking for group opinions in order to find out whether the group is order to find out whether the group is nearing consensus on a decisionnearing consensus on a decision

– Sending up trial balloons to test group Sending up trial balloons to test group opinionsopinions

– Purpose is not necessarily for decision Purpose is not necessarily for decision making but rather to suggest where effort making but rather to suggest where effort needs to be focusedneeds to be focused

Managing agreeementManaging agreeement

• Endorsement – “I like it”Endorsement – “I like it”

• Endorsement with minor point of Endorsement with minor point of

contentioncontention

• Agreement with reservations – “I can Agreement with reservations – “I can

live with it”live with it”

• AbstainAbstainKaner, S., Facilitator's Guide to Participatory Decision-Making. 1996, Gabriola Island, British Columbia: New Society Publishers.

Managing agreement Managing agreement (cont’d.)(cont’d.)

• Stand aside – “I don’t like this, but I don’t Stand aside – “I don’t like this, but I don’t

want to hold up the group”want to hold up the group”

• Formal disagreement but willing to go with Formal disagreement but willing to go with

majoritymajority

• Formal disagreement with requirement to Formal disagreement with requirement to

be absolved of any responsibility for be absolved of any responsibility for

implementationimplementationKaner, S., Facilitator's Guide to Participatory Decision-Making. 1996, Gabriola Island, British Columbia: New Society Publishers.

Ways to poorly manage Ways to poorly manage agreementagreement

• Agree on top 20 prioritiesAgree on top 20 priorities

• Delegate a job to someone who is Delegate a job to someone who is

already overworkedalready overworked

• Establish a policy that has no Establish a policy that has no

accountability built into itaccountability built into it

Ways to poorly manage Ways to poorly manage agreementagreement

• Create a committee to do the same Create a committee to do the same

work over againwork over again

• Make an agreement that will be Make an agreement that will be

vetoed by someone who is not presentvetoed by someone who is not present

• Agree to “try harder” from now onAgree to “try harder” from now on

We don’t vote here, we arrive We don’t vote here, we arrive at a natural consensusat a natural consensus

Nonproductive RolesNonproductive Roles

Being AggressiveBeing Aggressive

– Criticizing or blaming othersCriticizing or blaming others

– Showing hostility against the group or some Showing hostility against the group or some

individualindividual

– Deflating the ego or status of othersDeflating the ego or status of others

Nonproductive Roles Nonproductive Roles (cont’d.)(cont’d.)

Self-ConfessingSelf-Confessing

– Using the group as a sounding boardUsing the group as a sounding board

– Expressing personal, non group-oriented Expressing personal, non group-oriented

feelings or points of viewfeelings or points of view

CompetingCompeting

– Vying with others to produce the best Vying with others to produce the best

idea, talk the most, play the most roles, idea, talk the most, play the most roles,

gain favor with the leader gain favor with the leader

BlockingBlocking

– Going off on a tangentGoing off on a tangent

– Citing personal experiences unrelated to Citing personal experiences unrelated to

the problemthe problem

– Arguing too much on a pointArguing too much on a point

– Rejecting ideas without consideration Rejecting ideas without consideration

Seeking SympathySeeking Sympathy

– Trying to induce other group members to be Trying to induce other group members to be

sympathetic to one's problems or misfortunessympathetic to one's problems or misfortunes

– Deploring one's own situationDeploring one's own situation

– Disparaging one's own ideas to gain supportDisparaging one's own ideas to gain support

Special PleadingSpecial Pleading– Introducing or supporting suggestions related Introducing or supporting suggestions related

to one's own pet concerns or philosophies, to one's own pet concerns or philosophies,

lobbying lobbying

Horsing AroundHorsing Around

Seeking RecognitionSeeking Recognition

– Attempting to call attention to one's self Attempting to call attention to one's self

by loud or excessive talking, extreme by loud or excessive talking, extreme

ideas, unusual behaviorideas, unusual behavior

WithdrawalWithdrawal

– Acting indifferent or passive, resorting Acting indifferent or passive, resorting

to excessive formality, daydreaming, to excessive formality, daydreaming,

doodling, whispering to others, doodling, whispering to others,

wandering from the subjectwandering from the subject

Patterns of communicationPatterns of communication

1.1. Who talks? For how long? How often? Who talks? For how long? How often?

2.2. At whom do people look when they At whom do people look when they

speak? speak?

a. Single-out individuals, possible potential a. Single-out individuals, possible potential

supporters supporters

b. The group b. The group

c. No one c. No one

Patterns of communication Patterns of communication (cont’d.)(cont’d.)

3.3. Who talks after whom? Who Who talks after whom? Who

interrupts whom? interrupts whom?

4.4. What style of communication is What style of communication is

used?used?

Roadblocks to effective team Roadblocks to effective team dynamics dynamics

• Lack of a Proper FoundationLack of a Proper Foundation

– Unclear missionUnclear mission

– No ground rules or overarching policies No ground rules or overarching policies

or processesor processes

• Failure to Communication As a Team Failure to Communication As a Team

• Poor Conflict Resolution Poor Conflict Resolution Thoman, S., Roadblocks to effective team dynamics in the IPPD environment. Program Manager, 2000. 29(4): p. 104 ff.

Roadblocks to effective team Roadblocks to effective team dynamics (cont’d.)dynamics (cont’d.)

• Unrecognized Gender Differences Unrecognized Gender Differences

– In listening, methods of interruption, In listening, methods of interruption,

linguistic styleslinguistic styles

• Differences Between Military Differences Between Military

Personnel and Civilians Personnel and Civilians

• Insufficient Team Recognition Insufficient Team Recognition

Behaviors that help a teamBehaviors that help a team

• Focus on the goal Focus on the goal

• Work toward consensus Work toward consensus

• Speak up Speak up

• Use conflict constructivelyUse conflict constructively

• Respect age diversity Respect age diversity

Kamberg, M.-L., The dynamics of team interaction. Women in Business, 2001. 53(2): p. 42 ff.

Behaviors that help a team Behaviors that help a team (cont’d.)(cont’d.)

• Do your share -- and then some Do your share -- and then some

• Carve out your own niche Carve out your own niche

• Cooperate Cooperate

• Evaluate ideas Evaluate ideas

• Exhibit team spirit Exhibit team spirit

Behaviors to avoidBehaviors to avoid

• Talking too much Talking too much

• Beating a dead horse Beating a dead horse

• Being unclear Being unclear

• Changing the subjectChanging the subject

Kamberg, M.-L., The dynamics of team interaction. Women in Business, 2001. 53(2): p. 42 ff.

Behaviors to avoid (cont’d.)Behaviors to avoid (cont’d.)

• Making criticism personal Making criticism personal

• Taking criticism personally Taking criticism personally

• Dragging out action points Dragging out action points

A jelled team exhibits synergyA jelled team exhibits synergy

• All members buy into common goalAll members buy into common goal

– Strong personal incentive vs. reliance on Strong personal incentive vs. reliance on

professionalismprofessionalism

• Purpose of team is goal alignment, not goal Purpose of team is goal alignment, not goal

attainmentattainment

• The probability of success greatly increasesThe probability of success greatly increases

• Don’t require traditional management or Don’t require traditional management or

motivationmotivation (Source: DeMarco and Lister)(Source: DeMarco and Lister)

Signs of a jelled teamSigns of a jelled team

• Low turnover during project planning Low turnover during project planning and executionand execution

• Strong sense of identityStrong sense of identity

• Sense of elitenessSense of eliteness

• Joint ownership of the productJoint ownership of the product

• Obvious enjoymentObvious enjoyment

(Source: DeMarco and Lister)(Source: DeMarco and Lister)

Chemistry for team Chemistry for team formationformation

• Make a cult of qualityMake a cult of quality

• Provide lots of satisfying closureProvide lots of satisfying closure

– Take pains to divide work into piecesTake pains to divide work into pieces

• Build a sense of elitenessBuild a sense of eliteness

• Allow and encourage heterogeneityAllow and encourage heterogeneity

(Source: DeMarco and Lister)(Source: DeMarco and Lister)

Chemistry for team Chemistry for team formation (cont’d.)formation (cont’d.)

• Preserve and protect successful teamsPreserve and protect successful teams

• Provide strategic, but not tactical, directionProvide strategic, but not tactical, direction

– Network, not hierarchyNetwork, not hierarchy

Guidelines for who Guidelines for who to invite to meetingsto invite to meetings

• Relevant experienceRelevant experience

• Must be in on decisionMust be in on decision

• Are crucial to implementationAre crucial to implementation

• Most affected by the problem Most affected by the problem

addressedaddressedSummarized in Romano, N.C. and J.F. Nunamaker. Meeting analysis: Findings from research and practice. In Proceedings of 34th Hawaii International Conference on System Sciences. 2001: IEEE.

Guidelines for who Guidelines for who to invite to meetings (cont’d.)to invite to meetings (cont’d.)

• Responsible to resolve or implement Responsible to resolve or implement decisiondecision

• Direct responsibility and authority over Direct responsibility and authority over topic of discussiontopic of discussion

• Enough knowledge to contribute Enough knowledge to contribute meaningfullymeaningfully

• Information unavailable elsewhereInformation unavailable elsewhere

Developing an agendaDeveloping an agenda

List potential

topics

Define goal

for each

Handle before

meeting

Handle during

meeting

Prioritizetopics and

specify success for

eachHandle

aftermeeting

Based on Kaner, S., Facilitator's Guide to Participatory Decision-Making. 1996, Gabriola Island, British Columbia: New Society Publishers.

Team performance depends Team performance depends in part on the workplacein part on the workplace

Source for this section: DeMarco, T. and T. Lister, Peopleware: Productivity Projects and Teams (2nd Ed.). 1999, New York: Dorset Hourse Publishing Co.

Major problems not so much Major problems not so much technological as socialtechnological as social

• Most managers agree, but then don’t Most managers agree, but then don’t

manage this waymanage this way

– Background and trainingBackground and training

– High tech illusionHigh tech illusion

» Mostly in human communications businessMostly in human communications business

– Easier to doEasier to do

Development inherently Development inherently different from productiondifferent from production

• Encouraging some errors Encouraging some errors

(experimentation) vs. squeezing out errors(experimentation) vs. squeezing out errors

• Working smarter vs. pressure to work Working smarter vs. pressure to work

harderharder

• Unique, skilled knowledge work vs. routine Unique, skilled knowledge work vs. routine

production or service workproduction or service work

Development inherently Development inherently different (cont’d)different (cont’d)

• Dynamic effort vs. steady stateDynamic effort vs. steady state

• Effectiveness (doing right things) vs. Effectiveness (doing right things) vs.

efficiency (doing things right)efficiency (doing things right)

People under time pressure People under time pressure don’t work better, just fasterdon’t work better, just faster• More per hour of pay or more per hour of More per hour of pay or more per hour of

work?work?

• The push of delivery dates and tight schedulesThe push of delivery dates and tight schedules

• The pull of other places, other thingsThe pull of other places, other things

• Overtime less Undertime equals zeroOvertime less Undertime equals zero

• Risk of increased turnoverRisk of increased turnover

• Productivity as benefit divided by costProductivity as benefit divided by cost

Quality leads to higher Quality leads to higher productivityproductivity

• Market derived quality standard Market derived quality standard make sense only if effects on builders make sense only if effects on builders ignoredignored

– To builders, tied to self-esteem, pride of To builders, tied to self-esteem, pride of workwork

– Builders chided for tinkering, then Builders chided for tinkering, then blamed for poor qualityblamed for poor quality

The new converging conference room wallshelped make meeings short and to the point.

High quality, low cost: like High quality, low cost: like having cake and eating it toohaving cake and eating it too

• Improved quality often requires Improved quality often requires

significant investmentsignificant investment

• The power of veto over deliveryThe power of veto over delivery

Organizational busy work Organizational busy work tends to expand to fill daytends to expand to fill day

• Parkinson’s Law – work expands so as to fill Parkinson’s Law – work expands so as to fill

the time available for its completionthe time available for its completion

– Doesn’t apply to most peopleDoesn’t apply to most people

– Research suggests programmers more productive Research suggests programmers more productive

when setting own schedulewhen setting own schedule

» And even more productive when set by systems analystAnd even more productive when set by systems analyst

» And still more productive when no estimate preparedAnd still more productive when no estimate prepared

– When to apply schedule pressure?When to apply schedule pressure?

A million ways to lose a day, A million ways to lose a day, but not one to get it backbut not one to get it back

Physical environment affects Physical environment affects performanceperformance

• Best outperforms worst 10:1, median 2.5 to 1Best outperforms worst 10:1, median 2.5 to 1

• Two people from same organization tend to Two people from same organization tend to perform alikeperform alike

Physical environment affects Physical environment affects performanceperformance

11stst Quartile Quartile 44thth Quartile Quartile

Dedicated Dedicated

workspaceworkspace

78 sq. ft.78 sq. ft. 46 sq. ft.46 sq. ft.

Acceptably quiet?Acceptably quiet? 57% yes57% yes 29% yes29% yes

Acceptably Acceptably

private?private?

62% yes62% yes 19% yes19% yes

Physical environment affects Physical environment affects performance (continued)performance (continued)

11stst Quartile Quartile 44thth Quartile Quartile

Silence phone?Silence phone? 52% yes52% yes 10% yes10% yes

Needless Needless

interruptions?interruptions?

38% yes38% yes 72% yes72% yes

Roughly a third of the time Roughly a third of the time people are noise sensitivepeople are noise sensitive

• Knowledge work requires flowKnowledge work requires flow

• Flow hours vs. body time hoursFlow hours vs. body time hours

• E-factorsE-factors

– Uninterrupted Hours / Body-Present Uninterrupted Hours / Body-Present

HoursHours

Quantity of hours easier to Quantity of hours easier to measure than qualitymeasure than quality

• Gilb’s LawGilb’s Law

– Anything you need to quantify can be measured Anything you need to quantify can be measured in some way that is superior to not measuring at in some way that is superior to not measuring at allall

• Effective use requires that management cut Effective use requires that management cut itself out of the loopitself out of the loop

– Individuals inclined to use data for Individuals inclined to use data for improvementimprovement

Typical objections to Typical objections to rearranging physical spacerearranging physical space

• People don’t care about glitzPeople don’t care about glitz

– Doesn’t mean they don’t care about any Doesn’t mean they don’t care about any

workplace attributesworkplace attributes

• Cheaper ways to deal with noiseCheaper ways to deal with noise

– The effects of lost creativity are cumulativeThe effects of lost creativity are cumulative

Typical objections (cont’d.)Typical objections (cont’d.)

• Enclosed offices don’t make for an Enclosed offices don’t make for an

interactive environmentinteractive environment

– Group offices or suites are alternativesGroup offices or suites are alternatives

Cost varies as function of people Cost varies as function of people and time, progress doesn’tand time, progress doesn’t

PeoplePeople

Perfectly partionable taskPerfectly partionable task Unpartitionable taskUnpartitionable task

Source: Brooks, Jr., F.P. (1975/95) The Mythical Man-Month. Addison Wesley.

The mythical man-monthThe mythical man-monthT

PeoplePeople

Partionable Task Requiring Partionable Task Requiring CommunicationCommunication

Task with Complex Task with Complex RelationshipsRelationships

Key features of the Group Key features of the Group System ConceptSystem Concept

• Parallel Processing (simultaneous Parallel Processing (simultaneous

contributions)contributions)

• Anonymity (promotes equal Anonymity (promotes equal

participation)participation)

• Focus on content not personalitiesFocus on content not personalities

• Triggering (stimulates thinking)Triggering (stimulates thinking)

Anonymity Eliminates Power IntimidationAnonymity Eliminates Power Intimidation

Key features (cont’d.)Key features (cont’d.)

• Synergy (integrates ideas)Synergy (integrates ideas)

• Structure (facilitates problem solving)Structure (facilitates problem solving)

• Record keeping (promotes Record keeping (promotes

organizational memory)organizational memory)

• Output from one software tool can Output from one software tool can

serve as input to another serve as input to another

What makes this What makes this productive?productive?

• Parallel ProcessingParallel Processing

• Organizational MemoryOrganizational Memory

• Meeting to Meeting SupportMeeting to Meeting Support

• Access to External InformationAccess to External Information

• Addresses Behavioral Issues that Addresses Behavioral Issues that Impact Meeting ProductivityImpact Meeting Productivity

Some of you may be having trouble with the concept of “Groupware.”

1 ETM 5221 - Engineering Teaming Spring 2002 ETM5221 Engineering Teaming: Application and Execution...

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