people management
DESCRIPTION
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.TRANSCRIPT
PEOPLE MANAGEMENTFabio Palomba
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How managing people
Why managing people
Choosing and keeping people
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Motivation
Skills
Relatio
nal S
kills
People management is a cross-cutting activityWHAT’S PEOPLE MANAGEMENT?
lunedì 8 ottobre 12
Motivation
Skills
Relatio
nal S
kills
People management is a cross-cutting activityWHAT’S PEOPLE MANAGEMENT?
PSYCHOLOGY
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Motivation
Skills
Relatio
nal S
kills
People management is a cross-cutting activityWHAT’S PEOPLE MANAGEMENT?
PSYCHOLOGY SOFTWARE
ENGINEERING
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“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.”lunedì 8 ottobre 12
THE THREE DIMENSIONS OF PEOPLE
Motivation
Skills
Relatio
nal S
kills
lunedì 8 ottobre 12
THE THREE DIMENSIONS OF PEOPLE
Motivation
Skills
Relatio
nal S
kills
lunedì 8 ottobre 12
MOTIVATION How managing people
Esteem needsSocial 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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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
lunedì 8 ottobre 12
MOTIVATION How managing people
Esteem needsSocial 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
lunedì 8 ottobre 12
Esteem needsSocial needs
Safety needs
Physiological needs
MOTIVATION How managing people
Social needsProvide communal facilitiesAllow informal communications
Esteem needsRecognition of achievementsAppropriate rewards
Self-realization needsPeople want to learn moreResponsability
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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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Motivation
Skills
Relatio
nal S
kills
THE THREE DIMENSIONS OF PEOPLE
lunedì 8 ottobre 12
Motivation
Skills
Relatio
nal S
kills
THE THREE DIMENSIONS OF PEOPLE
lunedì 8 ottobre 12
RELATIONAL SKILLS Choosing and keeping people
Task
oriente
dInt
eracti
on
oriente
d Self
oriente
d
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RELATIONAL SKILLS Choosing and keeping people
Task orientedThe motivation for doing
the work is the work itself
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RELATIONAL SKILLS Choosing and keeping people
Interaction orientedThe principal motivation is the presence and actions of co-workers. People go to work because they like to go to work
lunedì 8 ottobre 12
RELATIONAL SKILLS Choosing and keeping people
Self orientedThe 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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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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OTHER ISSUES...Group leadership, organization, communication...
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GROUP LEADERSHIPHow 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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Sex composition and Leadership in Small Groups [Eskilson et al.]
GROUP LEADERSHIPHow to choose a good leader?
Group
leaders
hip
Woman
leaders
hip
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GROUP ORGANIZATIONTypes
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
Collective decisionslunedì 8 ottobre 12
GROUP ORGANIZATIONDemocratic 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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GROUP ORGANIZATIONExtreme 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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GROUP ORGANIZATIONChief programmer teams
Specia
list po
olCh
ief
progra
mmer
team Outs
ide
communi
cation
s
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
lunedì 8 ottobre 12
GROUP ORGANIZATIONChief programmer teams
Specia
list po
olCh
ief
progra
mmer
team Outs
ide
communi
cation
s
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
lunedì 8 ottobre 12
GROUP COMMUNICATIONTypes
Formal and impersonal strategiesBased on documents, software artefacts, project checkpoints, etc.
Formal and inter-personal proceduresBased on Software Quality Assurance, review meetings, audits, software inspections
Informal and inter-personal proceduresGroup meeting to disseminate information, to solve problems, to identify requirements, and to assign tasksElectronic communications
Inter-personal networkInformal discussion with team members and external people with greater experience or who can provide a different viewpoint
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GROUP COMMUNICATIONFactors of influence
Communication channel
Sexual composition of
group
Personalities in groups
Status of group member
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TO DO...
Socia
l event
s
Group id
entity
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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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PEOPLE CAPABILITY MATURITY MODEL
Optimizing
Repeatable
Initial
DefinedManaged
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
lunedì 8 ottobre 12
