SDPM - Lecture 9 - Managing people and organizing teams

Leiden Institute of Advanced Computer Science

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System’s Development and Project Management – Managing people and organizing teams

Prof. Dr. Thomas Bäck

Leiden Institute of Advanced Computer Science Dates

Feb. 1 14:45 – 17:30 Introduction, Project Description Feb. 2 13:45 – 16:30 STEP WISE Approach to Project Planning Feb. 9 13:10 – 15:45 STEP WISE Approach to Project Planning,

SAVE ENERGY Case Feb. 15 14:45 – 17:30 Selecting an Appropriate Software Dev.

Approach Feb. 16 15:15 – 18:00 Activity Planning and Resource Allocation Feb. 22 14:45 – 17:30 Software Effort Estimation Feb. 23 13:15 – 15:45 Risk management, project escalation Mar. 1 14:45 – 17:00 Exam Mar. 2 13:45 – 16:30 Risk Management, Project monitoring and

control Mar. 8 14:45 – 17:30 Software Quality Assurance Mar. 9 13:45 – 16:30 Managing People; Contract Management Mar. 18 15:00 – 17:00 Trade Fair


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An organizational behavior primer…

Theory X: !   Humans dislike work !   Need for coercion, control,

and direction !   People avoid responsibility

Theory Y: !   Work is natural as rest/play !   Coercion/control not only

means for influence !   Commitment is built by

rewards !   Humans accept and seek

responsibility !   Capacity to exercise

creativity is widely distributed


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Teams and IT development

!  Staff in an organization will often belong to a department depending on their technical expertise

!  Staff from different technical areas could then be brought together to work on a project

!  Once project is completed, team may be disbanded


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Forming

Storming

Norming

Performing

Adjourning

Team-building exercises can help the process of becoming a team

Stages in becoming a team


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Stages in becoming a team (cont’d)

!  Forming: !   Members get to know each other, start testing

ways of acting !   First rules emerge

!  Storming: !   Conflicts develop, struggles for power and status !   Questioning team manager


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Stages in becoming a team (cont’d)

!  Norming: !   Solidarity, rituals, and sense of belonging

develops !   Members find their personal roles !   Conflicts are settled

!  Performing: !   Most internal problems are solved !   Members are geared towards objectives and tasks !   Mutual support and job satisfaction

!  Adjourning (often overlooked)


Myers Briggs Model !  Focus of attention

! Extrovert (E): Comfortable working with other, gain energy from working in group.

! Introvert (I): Comfortable working alone, drain energy from working in group.

! Seeking Information ! Sensing (S): Fact and data oriented, often find

small errors that others missed. ! iNtuitive (N): Speculators, get „big picture“. Focus

on how arguments were laid, not on detailed errors.

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Myers Briggs Model ! Decision Making

! Thinking (T): Relying on principles, laws, rules, logic, objective analysis.

!   Feeling (F): Consider feelings of people involved, maintain harmony within a group.

! Relationship to World ! Judging (J): Oriented toward outcome. Rapid

decision makers, frustrated by delays. ! Perceiving (P): Process oriented. Open minded,

make decisions slowly, often considering new possibilities.

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Myers Briggs Model ESTJ ESTP ESFJ ESFP ENTJ ENTP ENFJ ENFP ISTJ ISTP ISFJ ISFP INTJ INTP INFJ INFP

ESTJ 0,67

ESTP 0,33 0,67 ESFJ 0,83 0,50 0,67

ESFP 0,50 0,83 0,33 0,67 ENTJ 0,83 0,50 1,00 0,67 0,67 ENTP 0,50 0,83 0,67 1,00 0,33 0,67 ENFJ 1,00 0,67 0,83 0,50 0,83 0,50 0,67 ENFP 0,67 1,00 0,50 0,83 0,50 0,83 0,33 0,67 ISTJ 0,50 0,17 0,67 0,33 0,67 0,33 0,83 0,50 0,33 ISTP 0,17 0,50 0,33 0,67 0,33 0,67 0,50 0,83 0,00 0,33 ISFJ 0,67 0,33 0,50 0,17 0,83 0,50 0,67 0,33 0,50 0,17 0,33 ISFP 0,33 0,67 0,17 0,50 0,50 0,83 0,33 0,67 0,17 0,50 0,00 0,33 INTJ 0,67 0,33 0,83 0,50 0,50 0,17 0,67 0,33 0,50 0,17 0,67 0,33 0,33 INTP 0,33 0,67 0,50 0,83 0,17 0,50 0,33 0,67 0,17 0,50 0,33 0,67 0,00 0,33 INFJ 0,83 0,50 0,67 0,33 0,67 0,33 0,50 0,17 0,67 0,33 0,50 0,17 0,50 0,17 0,33 INFP 0,50 0,83 0,33 0,67 0,33 0,67 0,17 0,50 0,33 0,67 0,17 0,50 0,17 0,50 0,00 0,33

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Getting the right mix

!  Meredith Belbin studied teams working together on management games

!  Found that the academically brightest teams often did badly, e.g. !   Arguments !   Implementation of plans neglected, etc.

!  Gave psychometric tests to participants to identify best mix of team members


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Getting the right mix

!  Eligible candidates: CV shows right qualifications on paper.

!  Suitable candidate: Can actually do the job well.

!  Mistake: Select eligible candidates who are not suitable.

!  Suitable candidates who are not eligible: Can be ideal candidates – more likely to remain loyal.


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Belbin’s management team types

!  Persons can have more than one type! !  30% of all could not be classified at all! !  Framework intends to make you thinking !  Good abilities:

!   Time your interventions !   Be flexible !   Be restrained !   Keep common team goals in mind all the time.


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Belbin’s management team types

!  The chair/coordinator !   Not necessarily a strong leader but must be good

at controlling meetings: calm, strong, but tolerant !  The plant

!   Good at generating ideas and potential solutions !  The monitor-evaluator

!   Good at evaluating ideas and helping to select the best one


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Belbin’s management team types (cont’d)

!  The shaper !   Rather a worrier, helps direct the team’s attention

to important issues, a driver !  The team worker/implementer

!   Good at creating a good team environment and getting people to do things

!  The resource investigator !   Good at finding resources and information


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Belbin’s management team types (cont’d)

!  The completer-finisher !   Focused in getting task completed

!  The company worker !   A good team player who is willing to undertake

less attractive tasks if they are needed for team success

!  The specialist !   The ‘techie’ interested in knowledge for its own

sake


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Belbin’s management team types (cont’d) Role Contribution Characteristics Acceptable Weakness

Plant Generating new ideas Unorthodox thinking Often lost in thought

Resource investigator Develops contacts Communicative, extrovert Often too optimistic

Coordinator Assists and supports decision making processes Confident, faithful Can be perceived as

manipulating

Shaper Brave enough to overcome obstacles

Dynamic, works well under pressure Impatient, provocative

Monitor/evaluator Evaluating ideas Unemotional, strategic, critical Lacks inspiration

Teamworker Improves communication, reduced friction losses Cooperative, diplomatic Undecided in critical situations

Implementor Turns plans into action Disciplined, reliable, effective Inflexible

Completer Avoides mistakes, assures optmal results Conscientous, accurate Overanxious, does not like to

delegate

Specialist Contributes expertise and information

Self-centered, dedicated, expertise counts Often too much detail-oriented


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Typical team problems

!  More than one shaper and no strong chair - arguments over direction

!  Several plants and specialists, but no shapers or completer-finishers - interesting discussions but nothing gets implemented


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General advice

!  Time your interventions, don’t overwhelm the others in the team

!  Be flexible !  Be restrained !  Keep the common goals of the team in mind

all the time


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Composition of the project team

!  Optimization Inputs !   Project content and objectives !   Project organization

!  Design Parameters !   Composition: variety of competences represented

by the team !   Size: number of team members !   Structure: organizational subdivision of the team


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Composition of the project team (cont’d)

!  Basic criteria: !   Intercultural competence !   Method competence !   Motivation competence !   Social competence

!  Optimization criteria: !   Skills !   Project (management) experience !   Personality, e.g. Belbin team types


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Composition of the project team (cont’d)

Functional Divisions

Project Team

sharin

g of

pro

ject

ta

sks

Pure- Matrix- Staff-

high high large

Loyalty card IS

20 - 100

low low

small

Bug fixes

1 - 6

Project Novelty Complexity Scope (relative)

medium medium medium

Delivering an increment

5 - 30

100 -

50 -

0 - Project Cont.

Project Examples

Typical Size of Project Teams (persons)


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Project team structure

0 1 2 3 4 5 6 7 8 9 10 11 12

c

n

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K3 K4

K2 K5

K1

Example: n = 5 c = 10

Kn ... network nodes n ... number of nodes c ... number of connections

21 c n n n = ⎛ ⎝ ⎜ ⎞ ⎠ ⎟ =

- 2

1 2

( )


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Project team structure (cont‘d) Performance

Number of Staff (n)

Structured Project Team

Unstructured Project Team

Sum of individual Performances (without teamwork)

0 7 10 12

Provided the performance of the project team (P) exceeds the sum of individual performances ( ), there are teamwork synergies and a reason for project management.

P pii

n

> ∑=1


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Group performance

!  Teaming up vs. parceling out - should you divide work up between you or should you do it as a group?

!   It depends partly on the type of work !   Additive tasks !   Compensatory tasks !   Disjunctive tasks !   Conjunctive tasks


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Group performance (cont‘d)

!  Additive !   Effort of individuals added together to get end

result !   People are interchangeable !   E.g. shoveling snow, interviewing people in the

street !  Compensatory

!   Judgments of individuals are pooled !   Errors by some can be corrected by others !   E.g. estimating costs, effort


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Group performance (cont‘d)

!  Disjunctive !   Only one correct answer !   Getting answer depends on: someone getting the

right answer; others recognizing it as being correct!

!  Conjunctive !   Progress depends on the progress of the slowest

performer !   Software projects often like this


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Social loafing

!  Team members who are parasites !  Sometimes problem with student groups, but

also in work environments !  Can be alleviated by:

!   Making work of individuals identifiable !   Consciously involving group member in the project

outcomes !   Rewarding individuals for team contribution, e.g.

‘club player of the year’ in sports teams


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Leadership types of power - position power

!  Coercive power - threatening punishment !  Connection power !  Legitimate power !  Reward power

!  Leadership: Ability to influence others in a group to act in a particular way to achieve group goals.


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Leadership types of power - personal power !  Expert power

!   Being a person who is able to do specialized tasks

!   Information power !   Exclusive access to information

!  Referent power !   Based on personal attractiveness/charisma


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Decision-making

Directive Permissive

Impl

emen

tatio

n

Aut

ocra

t D

emoc

rat

Leadership styles

Makes decisions alone, close supervision of

implementation

Makes decisions alone, subordinates have latitude

in implementation

Makes decisions participatively,

close supervision of implementation

Makes decisions participatively,

subordinates have latitude in implementation


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Motivation

!  Herzberg‘s two-factor theory !   Hygiene or maintenance factors

•  Make you dissatisfied if they are not right! !   Motivators

•  Make you feel the job is worthwhile

!  Vroom‘s expectancy theory of motivation !   Expectancy: working harder leads to better

performance !   Instrumentality: belief that better performance is

rewarded !   Perceived value of reward


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Motivation (cont‘d)

!  Specific goals: demanding vs. acceptable !  Regularly provide feedback !  Consider job design:

!   Job enlargement – more tasks !   Job enrichment – tasks normally done at

managerial or supervisory level

SDPM - Lecture 9 - Managing people and organizing teams

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