njit 1 managing technical people ian sommerville, software engineering, chapter 22 gerald weinberg,...

NJIT1

Managing Technical People

Ian Sommerville, Software Engineering, Chapter 22

Gerald Weinberg, The Psychology of Computer Programming, and

many other sources

2

Management

Management is planning, organizing, communicating, and controlling

Measurement is the key to management-- “You manage what you measure.”

3

Leadership

Leadership is the art of making and keeping commitments.

Form of a commitment:

I commit to a specific person that I will complete a specific act by a specific time.

4

Motivation

Motivators Achievement, Power, Recognition, Teamwork,

Fulfilling Work Demotivators

Money, Benefits, Supervision, Security, Safety, Perks, Titles

Motivators bring satisfaction, while demotivators bring dissatisfaction if the underlying needs or expectations are not met. Once that need is met, it no longer motivates. (Once you get a raise, you are no longer satisfied--you want another one.)

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Maslow’s Hierarchy of Needs

Self

Actualization

Self Esteem

Social

Safety

Physiological

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Bass and DuntemanClassification of Professional Workers

Task Oriented (motivated by the work itself) Self Oriented (motivated by success and

recognition) Interaction Oriented (motivated by the

presence and actions of team members)

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Team Building

Teams allow for weaknesses in each team member to be compensated by strengths in other members.

Diversity in people, roles, skills, interests and personality are important for a team

Ideal team size is 3 to 8 persons

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Selecting Team Members

Application Domain Experience Platform Experience Programming Language Experience Educational Background Communication Skills Adaptability Attitude Personality Character

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Personal Character (McConnell, Chapter 31)

Intelligence and Humility Curiosity Intellectual Honesty Communication and Cooperation Creativity and Discipline Laziness (Frederick Taylor’s secret) Good Habits Not important: Hustle, Persistence,

Experience, Gonzo Programming

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Types of Intelligence

Verbal/Linguistic (written and spoken language) Logical/Mathematical (scientific thinking) Visual/Spatial (visualize & create mental images) Body/Kinesthetic (physical movement) Musical/Rhythmic Interpersonal (communication and cooperation) Intrapersonal (self reflection)

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Elias Porter’s Strength Deployment Inventory

Task Oriented (Assertive-Directing) Reds People Oriented (Altruistic-Nurturing) Blues Thinkers (Analytic-Autonomizing) Greens Balanced (Flexible-Cohering) Rainbows

NJIT12

Models of Team Development

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Team Formation

Forming

Storming

Norming

Performing

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ICA Model(based on Will Schutz)

Inclusionrecognitionbelonging

participation

Affectionclosenesswarmth

sensitivity

Controlinfluenceleading

responsibility

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Kenneth Blanchard’sSituational Leadership

S3

Supporting Reluctant Contributor

S4

Delegating Peak Performer

S2

Coaching Disillusioned Learner

S1

Directing Enthusiastic Beginner

The Four Leadership Styles

Supporting

D i r e c t i v eLow

High

High

NJIT16

Thirty Five Classic Mistakes in Software Development

From Chapter 3 of Rapid Development: Taming Wild

Software Schedules, by Steven McConnell

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The Book

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People-Related Mistakes Undermined Motivation Weak Personnel Uncontrolled Problem Employees Heroics Adding People to a Late Project Noisy, Crowded Offices Friction between Developers and Customers Unrealistic Expectations Lack of Effective Project Sponsorship Lack of Stakeholder buy-in Lack of User Input Politics placed over Substance Wishful Thinking

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Process-Related Mistakes Overly Optimistic Schedules Insufficient Risk Management Contractor Failure Insufficient Planning Abandonment of Planning under Pressure Wasted Time during the Fuzzy Front End Shortchanged Upstream Activities Inadequate Design Shortchanged Quality Assurance Insufficient Management Controls Premature or overly Frequent Convergence Omitting Necessary Tasks from Estimates Planning to Catch Up Later Code-like-Hell Programming

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Product-Related Mistakes

Requirements Gold Plating Feature Creep Developer Gold Plating Insufficient Planning Push-me, Pull-me Negotiation Research Oriented Development

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Technology-Related Mistakes

Silver Bullet Syndrome Overestimated Savings from New Tools or Methods Switching Tools in the Middle of a Project Lack of Automated Source Code Control