SDPM - Lecture 9 - Managing people and organizing teams

Leiden Institute of Advanced Computer Science

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

Prof. Dr. Thomas Bäck

1

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


An organizational behavior primer…
Theory X: Theory Y:
!   Humans dislike work !   Work is natural as rest/play
!   Need for coercion, control, !   Coercion/control not only
and direction means for influence
!   People avoid responsibility !   Commitment is built by
rewards
!   Humans accept and seek
responsibility
!   Capacity to exercise
creativity is widely distributed

3


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

4


Stages in becoming a team
Forming

Storming

Norming

Performing
Team-building exercises
can help the process of
becoming a team Adjourning
5


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

6


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)
7


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.
8


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.
9


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

10


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

11


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.

12


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.

13


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

14


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

15



!   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

16


Role Contribution Characteristics Acceptable Weakness
Plant Generating new ideas Unorthodox thinking Often lost in thought

Resource investigator Develops contacts Communicative, extrovert Often too optimistic

Assists and supports decision Can be perceived as
Coordinator Confident, faithful
making processes manipulating
Brave enough to overcome Dynamic, works well under
Shaper Impatient, provocative
obstacles pressure

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

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

Implementor Turns plans into action Disciplined, reliable, effective Inflexible

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

Contributes expertise and Self-centered, dedicated,
Specialist Often too much detail-oriented
information expertise counts

17


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

18


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

19


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

20


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
21


Composition of the project team (cont’d)
100 -
sharing of project

Functional Divisions

50 -
Project Team
tasks

Staff- Matrix- Pure-
Project Cont. 0-
Project
Novelty
low medium high
Complexity
low medium high
Scope (relative)
small medium large
Project Examples Bug fixes Delivering an increment Loyalty card IS
Typical Size of Project
1-6 5 - 30 20 - 100
Teams (persons)

22


Project team structure
c
K1

45
K5 K2

K4 K3

Example:
21 ⎛ n ⎞ n ( n 1)
c = ⎜ ⎟ = n=5
⎝ 2 ⎠ 2 c = 10

Kn ... network nodes
n ... number of nodes
c ... number of connections
n
0 1 2 3 4 5 6 7 8 9 10 11 12

23


Project team structure (cont‘d)
Performance

Structured
Project Team
Sum of individual
Performances
Unstructured (without teamwork)
Project Team

Provided the performance of the
project team (P) exceeds the sum of
n
individual performancesP > ∑ p ),
( i
i =1
there are teamwork synergies and
a reason for project management.

Number of Staff (n)
0 7 10 12

24


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

25


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
26


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

27


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

28


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.
29


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

30


Leadership styles
Decision-making
Directive Permissive
Autocrat
Implementation

Makes decisions alone, Makes decisions alone,
close supervision of subordinates have latitude
implementation in implementation
Democrat

Makes decisions Makes decisions
participatively, participatively,
close supervision of subordinates have latitude
implementation in implementation

31


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
32


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

33

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