Management and leadership
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Management and leadership

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Management and leadership Management and leadership Presentation Transcript

  • Applied Software Project Management Applied Software Project Management Management and Leadershiphttp://www.stellman-greene.com 1 Andrew Stellman & Jennifer Greene
  • Applied Software Project Management Responsibility, authority and accountability A person has responsibility for a task if: He is given sufficient authority to perform it He is accountable for its completion A person has authority to perform a task only if he is has adequate control over the resources necessary to complete the task. A person is accountable for a task if failure to adequately perform that task carries professional consequences.http://www.stellman-greene.com 2 Andrew Stellman & Jennifer Greene
  • Applied Software Project Management Delegation Delegation is assigning responsibility of a task to a team member. When delegating a task, the project manager must ensure that the team member has the authority to perform it and is accountable for the results.http://www.stellman-greene.com 3 Andrew Stellman & Jennifer Greene
  • Applied Software Project Management Transparency When the project manager creates a document, holds a meeting of interest to others, or makes an important project decision, all of the information produced should be shared and used with everyone involved in the project.http://www.stellman-greene.com 4 Andrew Stellman & Jennifer Greene
  • Applied Software Project Management Transparency All work products should be public All team members, senior managers and stakeholders should have access to every work product produced for the project. Project managers and team members benefit because they make more informed decisions. Senior managers and stakeholders are always kept informed.http://www.stellman-greene.com 5 Andrew Stellman & Jennifer Greene
  • Applied Software Project Management Transparency Decisions should be made based on known guidelines Published standards documents help others understand the way certain roles must be filled. Documents should be based on templates when possible. Process documents ensure that each project is done using a repeatable process. Use performance plans to set expectations for individual team members.http://www.stellman-greene.com 6 Andrew Stellman & Jennifer Greene
  • Applied Software Project Management Manage the Organization Prevent senior managers from seeing software projects as a cost burden A project is successful if its costs are justified by its benefits. Establishing a track record of successful projects is the most effective way for a project manager to reverse dangerous attitudes in senior management.http://www.stellman-greene.com 7 Andrew Stellman & Jennifer Greene
  • Applied Software Project Management Manage the Organization Show senior managers the impact of their decisions Decisions are frequently made based on gut feelings instead of objective analysis. The people making decisions about the project need to understand the details. Show senior managers that improving project management practices will help them meet their goals.http://www.stellman-greene.com 8 Andrew Stellman & Jennifer Greene
  • Applied Software Project Management Manage the Organization Don’t confuse flexibility with always saying yes Don’t agree to an unrealistic schedule. Change your approach when necessary. Don’t confuse “easy to describe” with “easy to implement.”http://www.stellman-greene.com 9 Andrew Stellman & Jennifer Greene
  • Applied Software Project Management Manage Your Team Avoid common management pitfalls Don’t manage from your gut. Don’t second-guess estimates. • Remember Brooks’ Law: “Adding manpower to a late software project makes it later.” Don’t expect consensus all of the time. Make your mistakes public. Accept criticism.http://www.stellman-greene.com 10 Andrew Stellman & Jennifer Greene
  • Applied Software Project Management Manage Your Team Avoid micromanagement Don’t expect to review everything Don’t fall into the “hands-on manager” trap Use transparency to your advantage Don’t be afraid to let your team members make mistakeshttp://www.stellman-greene.com 11 Andrew Stellman & Jennifer Greene
  • Applied Software Project Management Manage Your Team Address performance problems early Work with each team member to develop a performance plan. Set standards that are fair and attainable. Measure each team member’s progress against known and agreed-upon goals. Correct performance problems as early as possible.http://www.stellman-greene.com 12 Andrew Stellman & Jennifer Greene