7/10/2007 SE 652- 2007_7_10_peopleware 1

Team Software Project (TSP)

July 10, 2007

Peopleware &

Post Mortem

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Due Today

Cycle 1 Reports / Post-Mortem (including Peer & Team evaluations)

Cycle 1 Results Presentation

Final Cycle 1 Work Products (Project documents, quality records & source code)

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Remaining Lectures Plan/Discussion

July 10 – Cycle 1 Test Complete & Post-MortemCycle 1 Results Presentation & DiscussionCycle 1 Reports & Post-MortemTeam audits (Maxigon complete, Greg’s team 3p today, Steve’s team 7p Thurs)

July 17 – Cycle 2 LaunchCycle 2 Launch, Project & Measurement PlanningPeopleware Topics: Management, Teams, Open Kimono, Quality, Hiring/Morale, …

July 24 – Cycle 2 Requirements CompleteCycle 2 RequirementsDeath March Projects:

July 31 – Cycle 2 Implementation CompleteSystem Test Plan BaselinedCycle 2 Design & ImplementationProcess topics – CMMI, TL-9000, ISO

August 7 – Cycle 2 Test CompleteCycle 2 Test CompleteCycle 2 Post-Mortem Complete??

August 14 - Course ReviewCourse ReviewClass exerciseFinal

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Class Outline

Post-Mortem Presentations

Peopleware topics

Mythical Man Month

Team Post Mortem Presentations

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Peopleware

The software industry has a “notorious” reputation for being out of control in terms of schedule accuracy, cost accuracy & quality control. A majority of large systems run late, exceed budgets & many are cancelled.

Capers Jones

The average project is:6 – 12 months behind schedule

50 – 100% over budgetEdward Yourdon

Project Success Study – 500 projects15% cancelled, aborted, postponed

For projects > 25 staff years, 25% failTom DeMarco & Timothy Lister

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Project Failures

What is the root cause of failures:Technology?

No. Politics!Communication

Staffing

Lack of Motivation

High turnover

Conclusion:“major problems are not so much technological as sociological”

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Management

Managers concede that people issues exist, but tend to manage technical issues.

Why?

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Mythical Man Month

Frederick Brooks, 1974

Why do projects fail?“More software project have gone awry for lack of calendar time than for all

other causes”

So when projects get into schedule trouble, how do most Project Managers try to recover?

Add staff!

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Mythical Man MonthExample

Assume:1200 staff day project

10 team members

120 working days

80 days into project:Only 50% complete (PV=800/1200=.67, EV=.50, SPI=.75)

Therefore, have completed 600 staff days of work

Assuming original estimate valid, 600 staff days remaining

Solution:Add 5 additional team members to the project

(10+5) team members x 40 days = 600 staff days

Reasonable?

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Not!

Fallacy of man-monthAssumes resources are interchangeable

Assumes tasks are partitioned & requires no inter-person communication

Neglects to take into account ramp costs (e.g. training)

The truth . . .

“Adding staff to a late project, only makes it later!”

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How do projects get into schedule trouble?

Project Planning Process is Very flawed!Optimism

Agree to unachievable schedule to meet customer’s/patron’s desired date

Poor estimation techniques

Confusion on the effort & process

Poor risk mitigation and monitoring

ResultSlip typically not evident until late in the project

Absolute worst time:Project fully staffed

Consumers & downstream teams geared up to proceed

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Production vs. Development Objectives

Squeeze out errors

Production Development

No goofing on the job

Interchangeable workers

Optimize steady state

Standardize procedures

Eliminate experimentation

Occasional mistakes natural & healthy

Self motivation, want creativity, …

Not interchangeable, want uniqueness

Project always in a state of flux

Some standardization, but …

Selective experimentation is good

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Thinking Time

BrainstormingInvestigating new methodsAvoiding tasksReadingTrainingGoofing off

When time pressure is greatest, need to learn to do work less of the time and think about the work more…why?

Industry tends to focus on doing something …. Anything!

Development stat: 5% of project staff time spent on planning, investigating, new methods, training, reading books, estimating, budgeting, scheduling & allocating personnel combined!

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View of Management

Management about getting people to work harderEven (especially) at expense of personal lives

Management is about “kicking ass”

Parkinson’s Law:“work expands to fill the time allotted to it”

Software Development Corollary:Only way to get work done is to set an impossibly optimistic delivery date

Development workers tend to be self motivatedTreating people as Parkinsonian workers only demeans & demotivates

In fact, bad estimates are a major source of demotivation

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Management’s True Role

If management’s role is not to look over people’s shoulders & kick …What is it’s role?

A manager’s function is not to make people work, but to make it possible for people to work.

What about leadership?

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Overtime

Productivity improvement methods

Work associates harder

Mechanize product development

Compromise quality

Standardize procedures

Side effects:Reduces job satisfaction

Increases turnover

Example: Data General Eagle project (Soul of a new machine)Incredible achievement, entire team quit afterwards

Assertion: people under time pressure don’t work better, they just work faster!

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Quality

Associate self-esteemQuantity vs. quality?

Workers under extreme time pressure sacrifice qualityLack of trying?No! Lack of options!

Myth: some markets don’t give a damn about high qualityTruth: quality, far beyond that required by the end user is a means to higher

productivity

Crosby – “letting builder set a satisfying quality standard will result in a productivity gain sufficient to offset the cost of the improved quality.”

Note: “quality – if time permits”, assures no quality at all will sneak into product

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Silver Bullet Myths

New trick will send productivity soaring!

Other projects seeing gains of 100% - 200%!

Technology moving so swiftly that you are being passed by!

New languages can give you huge gains!

Due to incoming project backlog, need to double productivity ASAP!

Isn’t it time to automate the software development?

People will work better under a lot of pressure!

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Growing Productive Teams

Teams typically don’t get work done, individuals do.

So why form teams?– Diversity of skills, knowledge, abilities & experience

– Manpower

– Positive aspects of group dynamicse.g. Increased creative flow

– Help get everyone pulling in the same direction

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Jelled Teams

What is a jelled team?Group of people so closely knit that the whole is greater than the sum

of the parts.

Why do we want a jelled team?Once a team jells, probability of success goes up dramatically!

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Characteristics of Jelled Teams

Self-motivated

Low-turnover

Strong sense of identity (e.g. team names, social interactions)

Joint ownership of the product

Sense of pride

High morale

Sense of eliteness

No one ever forgets the experience of being part of a jelled team!

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Characteristics of Jelled Team Environment

Work is fun

People energized

They blow past deadlines & milestones

Incredible loyalty to team and environment that allows team to exist

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IBM’s Black Team

Born of realization that testing viewed as unimportant & undesirable

Result, poor test quality = poor product quality

Pulled people with slightly better testing skills

Initial results okay, but ….

Sense of pride & team grewCreated a team personality (name, dress, appearance, socially)

Delighted in finding defects

Came to be feared

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How Do I Get One?

Common goals

Hope &

Don’t practice behaviors that kill the seedling

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Teamicide!How to kill team growth

BureaucracyPaperworkDecision MakingCommunication

Physical SeparationPosters & PlaquesTime FragmentationQuality ReductionPhony DeadlinesClique ControlOvertimeDefensive Management

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“Most organizations don’t set out consciously to kill teams …

They just act that way.”

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Open Kimono

Trust

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Team ExercisePrisoner’s Dilemma

Two people have been arrested separately, and are held in separate cells. They are not allowed to communicate. Each is told the following:

We have arrested you and another person for committing this crime together.

If you confess, and the other person confesses, we will reward your assistance to us, and your sparing us the expense of a trial, by sentencing you both fairly lightly: 2 years of prison.

If you don't confess, and the other person also doesn't confess, we will not be able to convict you, but we will be able to hold you here and make you as uncomfortable as we can for 30 days.

If you confess, and the other person does not, we will show our appreciation to you by letting you go free. We will then take your testimony, in which you will implicate the other person as your accomplice, and put that person in prison for 40 years.

If you don't confess, and the other person does, that person's testimony will be used to put you in prison for 40 years; your accomplice will go free in exchange for the testimony.

Each of you is being given the same deal. Think about it.

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Exercise

Objective: Maximize your winnings

Rules:Two teams (3 people each)

Each Round:Each team decides to Collude or Denounce (2 minutes to decide)

Writes result on index card & hand in

Round scoring:Both teams collude: +2 each

One team colludes, one denounces: -1 Colluder, +4 denouncer

Both teams denounce: 0 each

Random # of Rounds

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ExerciseRound 4+

Objective: Maximize your winnings

Rules:Each team decides to Collude or Denounce (2 minutes to decide)

Writes result on index card & hand in

Round scoring:Both teams collude: +1 each

One team colludes, one denounces: -1 Colluder, +4 denouncer

Both teams denounce: 0 each

Random # of Rounds

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Open Kimono Management

Take no steps to defend against people you put into positions of trust

& all of the people working for you are in positions of trust

Response: teams typically respond by living up to that trust

Non-Open KimonoCheck-up / Parkinsonian patrol

Open KimonoOff-premise development meetings w/o supervision

The best managers take chances on their people

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Growing & Maintaining Team Chemistry

Make a cult of quality

Provide lots of closure opportunities

Allow team to feel unique or elite

Preserve & protect

Network model of leadershipIndividuals provide occasional leadership in their strength areas

Manager outside team, occasional direction, clear obstacles

Allow & encourage diversity (skills & other elements)

Provide strategic, not tactical direction

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Due July 17 Class

Cycle 2 Launch:Cycle 2 Project Plan

Cycle 2 Measurement Plan

Updated Cycle 2 Project & Process docs based on Cycle 1 experience & audit