Most important factor in the quality of software is the quality of the programmers If your life depended on a particular piece of software what would you want to know about it That the person who wrote it was both highly intelligent and possessed by an extremely rigorous almost fanat ID: 645178
Download Presentation The PPT/PDF document "People Importance of People" is the property of its rightful owner. Permission is granted to download and print the materials on this web site for personal, non-commercial use only, and to display it on your personal computer provided you do not modify the materials and that you retain all copyright notices contained in the materials. By downloading content from our website, you accept the terms of this agreement.
Slide1
PeopleSlide2
Importance of People
Most important factor in the quality of software is the quality of the programmers
If your life depended on a particular piece of software, what would you want to know about it?
That the person who wrote it was “both highly intelligent and possessed by an extremely rigorous, almost fanatical desire to make their program work the way it should.”
Terry Bollinger (2001)Slide3
People are primaryGoal-driven human processes are self-healing
Rule-driven processes are fragile
Public communication
SpaceCave and Commons Stewart Brand, How Buildings Learn
Peopleware
DeMarco
and ListerSlide4
Knowledge Workers …
prefer closed offices but communicate better in open ones
congregate in particular geographical areas
move around in the course of their work collaborate concentrate work in the office communicate with people who are close by don't care about facilities gewgaws
Davenport,
Why Office Design Matters
2005
FUNDAMENTAL
CONFLICTSSlide5
Forming - polite but untrusting Storming - testing others
Norming - valuing other types
Performing - flexibility from trust
Adjourning - disengagementTuckman Team Stages
Tuckman
, Bruce. (1965). Developmental sequence in small groups.
Psychological bulletin,
63, 384-399.Slide6
People are differentSlide7
Differences
Work Styles
Work Approach
SkillsPersonalityConflict ResolutionTime ManagementSlide8
Work Styles
Work with Others Necessary
Work with Others Preferred
Self-MotivatedWorks Better AloneTime of DayNeed Large Dedicated Chunks of Time More Effective if Thinking about and Doing Work in BackgroundSlide9
Work Approach
Spend
a lot of time before do anything
Produce linearly with regular visible progressBig push at the front; harder to keep goingSlide10
Skills
Big picture
Understanding
clientsDesignDocumentationDetailInterpreting othersTesting
Budgeting/schedulingSlide11
Personality
Acceptance
of challenge
Acceptance of criticismFeelings easily hurtHumor effectiveNeeds direct talkPC Sensitivity
Need
for recognition
Confrontation
Conciliation
Non-socialSlide12
Collaborator
Works to find a solution that satisfies all concerns
Accommodator
Neglects own concerns to satisfy othersCompromiser
Tries to satisfy others without giving up own concerns
Competitor
Pursues own concerns at other’s expense
Avoider
Evades the situation and never addresses
Styles in Conflict ResolutionSlide13
What worksSlide14
Core Competency:
problem-solving ability
Personal Attributes
OpennessSupportiveness
Action orientation
Positive personal style
Good Team MemberSlide15
Constructive
for
all team members
Productive
brings
out the best thinking in all team members
Mutual
Understanding
seeking
to understand others’ perspectives
Self
Correcting
Positive Team RelationshipsSlide16
Focus
clear about what you are doing
Climate
positive
inclusive
focus on the issue…not the person
Open Communication
Issues identified,
discussed,
prioritized
and
acted on
Effective Team Problem SolvingSlide17
Eight Characteristics of a Great Team
Clear
, elevating goal
Results-driven structure Competent members Unified commitment Collaborative climate
Standards of excellence
External support
&
recognition
Principled leadership Slide18
trust but verifySlide19
Trust doesn’t mean Ignore
Don’t micromanage
Keep people excited and involved
Verify that nothing got lost or misunderstoodSlide20
Why?
Different strengths
and weaknesses
History drives decisionsYou don’t know what you don’t knowWords have different meanings and interpretationsSlide21
leadershipSlide22
Everyone Should be a Leader
Know when to lead and when to follow
Recognition critical
What is most effective?Slide23
exerciseSlide24
Team Turmoil: Forming
You are on an 8-person team that has been given the job to complete a web application for a non-profit. They have a major event coming up and need to organize a vast number of volunteers. The team are all members of the organization with computer skills who have volunteered to do the work. The organizers have set up a meeting for you and explained the requirements. It’s now time to get started. What do you do?Slide25
Team Turmoil: Storming
Finley has committed to get the database up before the next meeting and did but the design was not what the team had agreed on. Now what?
Peyton and Kerry were supposed to be working together. The team discovers that Peyton did all of the work but they presented it as if it were done jointly. Should the team call out Kerry? Mentor Peyton?
Reese keeps taking the jobs that no one else wants. It is clear that Reese is not enjoying this role but keeps agreeing, if not volunteering for the tasks. There is a concern that Reese is going to burn out. What should the team do?Slide26
Additional sourceSlide27
Teamwork: What Must Go Right/What Can Go WrongWhen Teams Work Best
Accumulated information from 600 teams
Larson and
LaFasto