Some slides on people management: why managing people in the software development lifecycle, how to manage people and how to choose team members of a project.
6. “All management is people management.”
WHY MANAGING PEOPLE?
“A company is only as good as the people it
keeps.”
“The only way to get people to like working hard
is to motivate them. Today, people must
understand why they're working hard. Every
individual in an organization is motivated by
something different.”
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7. THE THREE DIMENSIONS OF PEOPLE
Motivation
Skills
RelationalSkills
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8. THE THREE DIMENSIONS OF PEOPLE
Motivation
Skills
RelationalSkills
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9. MOTIVATION
How managing people
Esteem needs
Social needs
Safety needs
Physiological needs
Motivating people is the
most important role of a
manager
Human Needs Hierarchy
Motivated people work
better!
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10. Impact of People Management Practices on Business
Performance [Patterson et al.]
The impact of strategical human resource management on
Organizational Performance [Caliskan]
There’s an huge impact of
people management on
the success of a project
MOTIVATION
How managing people
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11. MOTIVATION
How managing people
Esteem needs
Social needs
Safety needs
Physiological needs
Motivations depend on satisfying needs
It can be assumed that physiological and safety
needs are satisfied
Social, esteem and self-realization are most
significant from a managerial viewpoint
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12. Esteem needs
Social needs
Safety needs
Physiological needs
MOTIVATION
How managing people
Social needs
Provide communal facilities
Allow informal communications
Esteem needs
Recognition of achievements
Appropriate rewards
Self-realization needs
People want to learn more
Responsability
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13. MOTIVATION
How managing people
Listen, listen,
listen...
Rethink, review,
and reward
Be fair
Be flexible
Focus only on
solutions and not
on problems
Rid your mind of the
word “manager” and
replace it with
“leader”
Scorn in private,
praise in public
Include your
team in key
management
decisions
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17. RELATIONAL SKILLS
Choosing and keeping people
Task oriented
The motivation for doing
the work is the work
itself
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18. RELATIONAL SKILLS
Choosing and keeping people
Interaction oriented
The principal motivation is the
presence and actions of co-workers.
People go to work because they like
to go to work
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19. RELATIONAL SKILLS
Choosing and keeping people
Self oriented
The work is a means to an end
which is the achievement of
individual goals - e.g. to get rich, to
play tennis, to travel etc.
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20. Group composed of members who share the same motivation can be problematic!
Task-oriented - everyone wants to do their own thing
Self-oriented - everyone wants to be the boss
Interaction-oriented - too much chatting, not enough work
An effective group has a balance of all types (can be difficult to achieve because
most engineers are task-oriented)
RELATIONAL SKILLS
Choosing and keeping people
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22. GROUP LEADERSHIP
How to choose a good leader?
There may be both a technical and an
administrative leader
Democratic leadership is more effective
than autocratic leadership
A career path based on technical
competence should be supported
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23. Sex composition and Leadership in Small Groups
[Eskilson et al.]
GROUP LEADERSHIP
How to choose a good leader?
Group
leadership
W
oman
leadership
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24. GROUP ORGANIZATION
Types
Democratic Decentralised
Controlled Centralised
Controlled Decentralised
No permanent leader
Horizontal communication
A leader coordinates the activities
Horizontal communication
Collective decisions
High level decisions and coordination made by the leader
Vertical communication
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25. GROUP ORGANIZATION
Democratic team organization
The group acts as a whole and comes to a consensus on decisions affecting the system
The group leader serves as the external interface of the group but does not allocate specific
work items
Rather, work is discussed by the group as a whole and tasks are allocated according to ability
and experience
This approach is successful for groups where
all members are experienced and competent
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26. GROUP ORGANIZATION
Extreme programming
In extreme programming groups,
some ‘management’ decisions are
devolved to group members
Programmers work in pairs and
take a collective responsibility for
code that is developed
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27. GROUP ORGANIZATION
Chief programmer teams
Specialist
pool
Chief
programmer
team
Outside
communications
Consist of a kernel of specialists helped by others added to the project as required
The motivation behind their development is the wide difference in ability in different
programmers
Chief programmer teams provide a supporting environment for very able
programmers to be responsible for most of the system development
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28. GROUP ORGANIZATION
Chief programmer teams
Specialist
pool
Chief
programmer
team
Outside
communications
Consist of a kernel of specialists helped by others added to the project as required
The motivation behind their development is the wide difference in ability in different
programmers
Chief programmer teams provide a supporting environment for very able
programmers to be responsible for most of the system development
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29. GROUP COMMUNICATION
Types
Formal and impersonal strategies
Based on documents, software artefacts, project checkpoints, etc.
Formal and inter-personal procedures
Based on Software Quality Assurance, review meetings, audits, software
inspections
Informal and inter-personal procedures
Group meeting to disseminate information, to solve problems, to identify
requirements, and to assign tasks
Electronic communications
Inter-personal network
Informal discussion with team members and external people with greater
experience or who can provide a different viewpoint
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30. GROUP COMMUNICATION
Factors of influence
Communication
channel
Sexual
composition of
group
Personalities in
groups
Status of group
member
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32. TO DO...
Group members tend to be loyal to cohesive groups
'Groupthink' is preservation of group irrespective of technical or organizational
considerations
Management should act positively to avoid groupthink by forcing external involvement
with each group
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33. PEOPLE CAPABILITY MATURITY
MODEL
Optimizing
Repeatable
Initial
Defined
Managed
Instill basic discipline into
workforce activities
Identify primary competencies and align workforce
activities with them
Quantitatively manage organizational growthin
workforce capabilities and establish competency-
based teams
Continuously improve methods for developing
personal and organizational competence
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