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SWENG 505 Lecture 6: HR Management

Dr. Phil Laplante, PE

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Today’s topics

The human element Human metrics Dealing with difficult people Typical management approaches Self-mastery Summary advice References

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The human element

Often neglected aspect of project management. People are not “widgets.” You manage things and lead people. If the number of members of the project team is

n, there are n(n-1)/2 interpersonal interactions, any of which can go sour.

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The human element: interactions

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The human element – skills needed

Team building Negotiation techniques Understanding of psychology/group

dynamics Motivational techniques Communications skills (especially listening)

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Human metrics

Personality types How to use human metrics

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Myers-Briggs

According to Jung's typology all people can be classified using three criteria.

–    Extroversion - Introversion

–    Sensing - Intuition

–    Thinking – Feeling

Isabel Briggs-Myers added fourth criterion:

–    Judging - Perceiving

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Extrovert or Introvert

Where, primarily, do you prefer to direct your energy? – If you prefer to direct your energy to deal with

people, things, situations, or "the outer world", then your preference is for Extraversion. This is denoted by the letter "E".

– If you prefer to direct your energy to deal with ideas, information, explanations or beliefs, or "the inner world", then your preference is for Introversion. This is denoted by the letter "I".

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Sensing or iNtuitive

How do you prefer to process information? – If you prefer to deal with facts, what you know, to have

clarity, or to describe what you see, then your preference is for Sensing. This is denoted by the letter "S".

– If you prefer to deal with ideas, look into the unknown, to generate new possibilities or to anticipate what isn't obvious, then your preference is for Intuition. This is denoted by the letter "N" (the letter I has already been used for Introversion).

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Thinking or Feeling

How do you prefer to make decisions? – If you prefer to decide on the basis of objective

logic, using an analytic and detached approach, then your preference is for Thinking. This is denoted by the letter "T".

– If you prefer to decide using values and/or personal beliefs, on the basis of what you believe is important or what you or others care about, then your preference is for Feeling. This is denoted by the letter "F".

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Judging or Perceiving

How do you prefer to organize your life? – If you prefer your life to be planned, stable and

organized then your preference is for Judging (not to be confused with 'Judgmental', which is quite different). This is denoted by the letter "J".

– If you prefer to go with the flow, to maintain flexibility and respond to things as they arise, then your preference is for Perception. This is denoted by the letter "P".

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Myers-Briggs

This yields 16 personality types Compatibility between them Some companies hires based on this.

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Myers-Briggs

Function Types Intelligence Types

Thinking Types  ESTJ -- ENTJ  [Extroverted Thinking]  ISTP -- INTP [Introverted Thinking]  Intuitive Types  ENTP-- ENFP  [Extroverted Intuiting]  INFJ -- INTJ [Introverted Intuiting]

NT Rationals  ENTJ -- INTJ [Coordinator]  ENTP -- INTP  [Engineer] 

NF Idealists  ENFJ -- INFJ [Mentor]  ENFP -- INFP [Advocate]

Feeling Types  ESFJ -- ENFJ  [Extroverted Feeling]  ISFP -- INFP  [Introverted Feeling]  Sensory Types  ESTP -- ESFP  [Extroverted Sensing]  ISFJ -- ISTJ [Introverted Sensing]

SP Artisans  ESTP -- ISTP  [Expeditor]  ESFP -- ISFP  [Improviser] 

SJ Guardians  ESTJ -- ISTJ [Administrator]  ESFJ -- ISFJ [Conservator]

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Keirsey temperament sorter

Guardians (44%)– Supervisor (ESTJ)– Inspector (ISTJ) – Provider (ESFJ) – Protector (ISFJ)

Artisans (12%)– Promoter (ESTP) – Crafter (ISTP) – Performer (ESFP) – Composer (ISFP)

Idealists (30%)– Teacher (ENFJ) – Counselor (INFJ) – Champion (ENFP) – Healer (INFP)

Rationals (14%)– Fieldmarshal (ENTJ) – Mastermind  (INTJ) – Inventor (ENTP) – Architect (INTP)

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How to use human metrics

Understanding people Organizing teams Hiring and corporate cultural alignment Understanding yourself

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Dealing with difficult people

Hostile aggressives– Sherman tanks– Snipers– Exploders

Indecisives Whiners Negativists Clams Bulldozers Superagreeables

Source: Robert Bramson, Coping with Difficult People, Dell Paper Backs 1988.

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Hostile aggressives

Sherman tanks– These are bullies : stand up to them

Snipers– They like to hurl sarcasm from the bushes : call

them out

Exploders– They explode when they don’t get their way :

engage them in problem solving

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Indecisives

They can’t make up their mind and won’t make a decision.

Find out the real thing that is bothering them and prevent them from making the decision.

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Whiners

They will complain about everything Don’t apologize to them. Actively listen to them and acknowledge their

complaints, without agreeing with them. Try to engage them in problem solving by

asking them to put their complaints in writing with specific details.

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Negativists

These are wet blanket individuals. They complain, usually, because they

perceive that they have no power. Stay positive and realistic with them.

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Clams

These personalities tend to provide no reaction at all to situations even direct questions to them.

They are very hard to deal with. The solution is try to elicit a response from them by asking a

specific question like “what is your response to my statement?” or “what do you think about the situation?”

Then go into a silent, friendly stare of your own, allowing the dead time to encourage the clam to respond.

If they still don’t respond, provide a response that indicates you are unhappy with direct consequences.

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Bulldozers

Expert know-it-alls Take their analysis to the extreme and show

them that their fears are unfounded. In essence have them extend their ideas. Often they will discover that their fears are

ridiculous or they will find another solution to the problem.

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Superagreeables

They dismiss people with patronizing agreeability, but at the end of the day, they are just as unhelpful as an indecisive.

Like the indecisive, hold them accountable Give them deadlines. Get them to tell you what is really on their mind and

preventing them from making the decision… “I know you like the idea, but was is missing…”

Fatal Attractions

What are they? Five common types of “fatal attractions” Seven stages of fatal attractions “Unhooking” from fatal attractions

“Working with You is Killing Me,” Katherine Crowley and Kathi Elster, Harper Collins, 2006.

What are Fatal Attractions?

Involve persons who initially fulfill some need, then turn destructive

Happen because they are initially exhilarating

Can consume endless time, physical, and emotional energy

Require advanced “unhooking”

Five Common “Fatal Attractions”

Exploder – starts out as dynamic, subject to fits of rage

Empty pit – appears to be worthy person in need of help – really wants attention, not help

Saboteur – flatters you to infiltrate your network or destroy you

Pedestal smasher – builds you up, then expects miracles from you

Chip on the shoulder – people who are constantly being wronged by others

Seven Stages*

*May occur in any order, some or all , and may cycle through one or more times.

Unhooking

Detect – identify the problem and problem type

Detach – separate emotionally Depersonalize – you are not the first person

to deal with this fatal attraction Deal – strategy for dealing with the situation

– the other person is not going to change

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Dealing with difficult people : general advice

Don’t form an opinion too soon Listen to all sides of the story Focus on issues not people Set or clarify expectations Assume the best in people - even the best

people fail in bad systems

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Some management approaches

Theory X Theory Y Theory W Theory Z Management by sight

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Theory X

Authoritative management The average human has an inherent dislike

of work and will avoid it Most people must be coerced, controlled,

directed and threatened Most people prefer to be directed

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Theory Y

Work is as natural as play External control and threats are not the only

means for achieving organizational goals Commitment is a function of requirements Most humans seek responsibility

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Theory W

Developed by Boehm and Ross Establish a set of win-win preconditions Structure a win-win software process Structure a win-win software product

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Establish a set of win-win preconditions

Understand how people want to win Establish reasonable expectations Match people’s tasks to their win conditions Provide a supportive environment

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Structure a win-win software process

Establish a realistic process plan Use the plan to control the project Identify and manage your win-lose or lose-

lose risks Keep people involved

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Structure a win-win software product

Match product to users’ and maintainers’ win conditions

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Win-win negotiating

Understand people’s expectations Set the ground rules up front Look for early successes Be sure to give a little Conclude negotiating only when all parties

are satisfied

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Theory Z

Developed by Ouchi based on Japanese Philosophy of lifetime employment

Slow evaluation and promotion Non-specific career paths Implicit control mechanisms Collective decision-making and responsibility Career paths that emphasize cross-training

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Management by sight

People-oriented approach Also called management by walking around Means just what it says

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Managing agile teams

Agile Manifesto Some agile (lightweight) methodologies Extreme Programming Managing agile teams

Agile Manifesto

We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value:

Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan

That is, while there is value in the items on the right, we value the items on the left more.

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Kent Beck, Mike Beedle, Arie van Bennekum, Alistair Cockburn, Ward Cunningham, Martin Fowler, James GrenningJim Highsmith, Andrew Hunt, Ron Jeffries, Jon Kern, Brian Marick, Robert C. Martin, Steve Mellor, Ken Schwaber, Jeff Sutherland, Dave Thomas

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Principles Behind the gile Manifesto

Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.

Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.

Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.

Business people and developers must work together daily throughout the project.

Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.

The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.

Ref: http://agilemanifesto.org/principles.html

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Principles Behind the Agile Manifesto

Working software is the primary measure of progress. Agile processes promote sustainable development. The sponsors,

developers, and users should be able to maintain a constant pace indefinitely.

Continuous attention to technical excellence and good design enhances agility.

Simplicity--the art of maximizing the amount of work not done--is essential.

The best architectures, requirements, and designs emerge from self-organizing teams.

At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.

Ref: http://agilemanifesto.org/principles.html

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Agile methodologies

Adaptive programming -- offers a series of frameworks to apply adaptive principles and encourage collaboration.

Agile Programming -- is divided into four activities: planning, designing, coding, and testing, all performed iteratively.

Crystal -- empowers the development team to define the development process and refine it in subsequent iterations until it is stable.

Dynamic Systems Development Method (DSDM) -- conceived as a methodology for rapid application development. Relies on a set of principles that include empowered teams, frequent deliverables, incremental development and integrated testing.

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Agile methodologies

Extreme Programming (XP) -- is based on twelve practices (discussed later). Perhaps, the most prescriptive of the agile methodologies.

Feature-Driven Development -- a model-driven, short-iteration methodology built around the feature, a unit of work that has meaning for the client and developer and is small enough to be completed quickly.

Scrum -- based on the empirical process control model, the name is a reference to the point in a rugby match where the opposing teams line up in a tight and contentious formation. Relies on self-directed teams and dispenses with much advanced planning, task definition and management reporting.

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Extreme Programming

Planning User stories are written. Release planning creates the schedule. Make frequent small releases. The Project Velocity is measured. The project is divided into iterations. Iteration planning starts each iteration. Move people around. A stand-up meeting starts each day. Fix XP when it breaks.

Designing Simplicity. Choose a system metaphor. Use Class, Responsibilities, and

Collaboration (CRC) cards for design sessions.

Create spike solutions1 to reduce risk. No functionality is added early. Refactor whenever and wherever

possible.

Coding The customer is always available. Code must be written to agreed

standards. Code the unit test first. All production code is pair

programmed. Only one pair integrates code at a time. Integrate often. Use collective code ownership. Leave optimization till last. No overtime.

Testing All code must have unit tests. Al code must pass all unit tests before

it can be released. When a bug is found tests are created. Acceptance tests are run often and the

score is published.

1 A spike solution is a very simple program to explore potential solutions.

Ref: http://www.extremeprogramming.org/rules.html

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Managing agile teams

The agile manifesto has built-in advice for managers. On the surface, managing agile teams is fun. But agile methods require much more autonomy

than many managers are willing to give. Not everyone fits the agile methodology. Agile methodologies don’t work in every environment

or with every project.

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Self-mastery

Remember the only person that you can effectively change is yourself.

People will respond positively to you if you are forthright, reliable, consistent, and hard-working.

Maintain a healthy life balance to reduce your stress level.

The seven habits of highly effective people (Covey)

1. Be proactive

2. Begin with the end in mind

3. Put first things first

4. Think win-win

5. Seek first to understand, then to be understood

6. Synergize

7. Sharpen the saw

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Principle Centered Leadership

Developed by Stephen Covey Similar to theory W Based on “inside-out” leadership

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Principle Centered Leadership

Principles are more important than values. “You reap what you sow.” Manage things and lead people. Manage people and projects with the

approach of farming and not cramming for exams.

There are no quick fixes.

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The Law of the Harvest

You reap what you sow. There are no quick fixes.

– You can ‘cram’ for an exam and succeed, but– You CAN’T forget to plant in spring and hope to

harvest in the fall.

– Life is governed by natural laws that cannot be short-circuited.

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Leadership from the inside out

PERSONALTrustworthiness

We must be trustworthy before we can achieve trust

An atmosphere of trust creates the basis for a managerial style of empowering others to unleash their potential

The 3 levels of personal, interpersonal and managerial relationships form the necessary conditions for harmonizing the organization’s shared mission and values with its strategy, structures and systems.

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Principles into Practice

Three Factors determine a leader’s effectiveness:

1. Pathfinding – creating an exciting vision

2. Empowerment – teaching people to become relatively independent and part of interdependent, self-managing teams

3. Team building – involving people in activities that improve the team’s productivity and cooperation.

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Pathfinding

A worthy end cannot come from unworthy means Five questions to ask in creating an inspiring mission

statement:1. Does it have both means and ends?

2. Does it deal with all stakeholders?

3. Does it deal with all 4 needs: economic, social, psychological, and spiritual?

4. Does the mission statement come from the core of the organization?

5. Is it used as a constitution?

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Empowerment

Empowerment cannot come without first establishing trust. From trust we can establish win-win performance agreements.

– Desired Results – specify desired results, don’t supervise methods and means

– Guidelines – go heavy on guidelines, light on procedures– Accountability – involve people in setting standards of

acceptable and exceptional performance– Consequences – reach an understanding of the positive

and negative consequences

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Team Building

Force-field analysis theory explains that the current level of effectiveness is the equilibrium between the restraining forces and the driving forces. To improve to the desired level must we increase the driving force, or decrease the restraining forces

Focusing on team-building is analogous to decreasing the restraining forces and we should spend two-thirds of our energy on it.

RESTRAINING FORCES

DRIVING FORCES

Current level of effectiveness

Desired level of effectiveness

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Summary advice: managing conflict

Source: Cohen

Sources of Conflict Managing Conflict

Processes Scarce resource of time

User vs. technical requirements

Time management–Plan for schedule overruns–Manage effect of schedule changes–Learn from project experience

Common goals–Align individual goals with process metrics–Value team more than individual success

People Different strokes

Personalization of code

Team building–Train in conflict resolution–Sponsor group activities–Support informal social contact

Understanding of one another’s point of view

Organization Power and politics

Manager’s matter

Structure for success–Co-locate teams–Integrate development/testing functions–Instill ownership

Involved leadership–Create collaborative atmosphere–Model effective conflict management

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Summary advice

Factors affecting organizational change in software process improvement efforts

– Change agents and opinion leaders– Encouraging communication and collaboration– Management commitment and support– Managing the improvement process– Providing enhanced understanding– Setting relevant and realistic objectives– Stabilizing changed processes– Staff involvement– Tailoring improvement initiatives– Unfreezing the organization

Stelzer and Mellis, 1998 - based on analysis of experience reports from 56 companies.

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Summary advice

Boehm’s five staffing principles1. The principle of top talent: use better and fewer people (I know

many companies that do this).2. The principle of job matching: fit the tasks to the skills and

motivation of the people available (remember this when we talk about outsourcing/offshoring).

3. The principle of career progression: an organization does best in the long run by helping its people to self-actualize (all hail Maslow).

4. The principle of team balance: select people who will complement and harmonize with one another.

5. The principle of phaseout: keeping a misfit on a team doesn’t benefit anyone.

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References

Barry Boehm, Software Engineering Economics, Prentice-Hall, 1981.

Robert Bramson, Coping With Difficult People, Dell Paperbacks, 1988.

Cynthia Cohen, Stanley Birkin, Monica Garfield, and Harold Webb, “Managing Conflict in Software Testing,” Communications of the ACM, vol. 47, no. 1, January 2004, pp. 76-81.

Stephen R. Covey, Principle-Centered Leadership, Simon & Schuster, 1991.

Dirk Stelzer and Werner Mellis, “Success Factors of Organizational Change in Software Process Improvement”, Software Process – Improvement and Practice, vol 4, 1980, pp. 227-250.