Unit V
STAFFING IN SOFTWARE PROJECTS
Managing people – Organizational behavior – Best methods of staff selection – Motivation – The Oldham-Hackman job characteristic model – Ethical and Programmed concerns – Working in teams – Decision making – Team structures – Virtual teams – Communications genres – Communication plans.
1. MG6088 SOFTWARE PROJECT MANAGEMENT
UNIT – V
Dr.A.Kathirvel, Professor and Head, Dept of CSE
M.N.M Jain Engineering College, Chennai
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2. UNIT V
STAFFING IN SOFTWARE PROJECTS
Managing people – Organizational behavior – Best
methods of staff selection – Motivation – The
Oldham-Hackman job characteristic model –
Ethical and Programmed concerns – Working in
teams – Decision making – Team structures –
Virtual teams – Communications genres –
Communication plans.
TEXT BOOK
Bob Hughes, Mike Cotterell and Rajib Mall: Software Project
Management – Fifth Edition, Tata McGraw Hill, New Delhi, 2012.
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3. Managing people
Main Concerns
In software development environment, when projects are
implemented by teams, 4 main concerns to be considered
are
Staff Selection
Staff Development
Staff Motivation
Continued well-being staff during course of project
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4. ‘Step Wise’ - an overview
0.Select
project1. Identify
project objectives
2. Identify project
infrastructure
3. Analyse
project
characteristics
4. Identify products
and activities
5. Estimate effort
for activity
8. Review/ publicize
plan
6. Identify activity
risks
7. Allocate
resources
9. Execute plan
10. Lower level
planning
Review
Lower
level
detail
For each
activity
Some objectives can
address health and
safety during projects
All concerns have
impact at all stages,
but particularly in
step 1, 2, 6 & 7
5. Understanding Behavior
‘Handling of people’ is an important aspect of
project management
2 approaches:
Positivist approach
Inter-pretivist approach
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6. Positivist approach: Based on development of system
Discipline of Organizational behavior theories , “If A is the situation
then B is likely to result”
Tends to be objective and empirical
Seeks causes for behavior
Conduct studies that can be generalized to larger populations
Interpretivist approach: More qualitative
Based on smaller samples
View each consumption situation as unique and non-predictive
Look for common patterns across consumption situations
The 2 viewpoints(positivist and interpretivist) are both valid and useful
in managing the people in software field.
Understanding Behavior
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7. Organizational Behaviour (OB):
A background
Fredrick Taylor attempted to analyze the most productive way
of doing manual tasks.
Taylor’s three basic objectives
1. To select the best man for the job.
2. To instruct them in the best methods.
3. To give incentives in the form of higher wages to the best
workers.
The conditions under which the staff worked also affect
productivity.
OB researchers discovered that the state of the minds of the
people influenced productivity.
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8. There are two attitudes named as Theory x and Theory Y
Theory X
The average human has an innate dislike of work
There is a need therefore for coercion, direction and control
People tend to avoid responsibility
Theory Y
Work is as natural as rest or play
External control and coercion are not the only ways of bringing
about effort directed towards an organization’s end
Commitment to objectives is a function of the rewards
associated with their achievement
The average human can learn to accept and further seek
responsibility
The capacity to exercise imagination and other creative
qualities is widely distributed.
Organizational Behaviour(OB):
A background
9. Selecting the right person for the job
Factors such as use of s/w tools and methodologies,
affect the programming productivity.
In addition to this, from human resource point of
view
Experience has also got important influence on
programming productivity.
Person who can communicate well with each other
may be more suitable
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10. Recruitment Process
Recruitment is often an organizational responsibility.
Candidates may be
Eligible - have a curriculum vitae which shows the right
and required details
Suitable - who can actually do the job well.
Assessing actual skills rather than experience is more
important
General approach for recruitment policy
1.Create a job specification. 4.Examine CV’s.
2.Create a job holder profile. 5.Interviews.
3.Obtain applicants. 6.Other procedures.
Selecting the right person for the job
11. Instruction in the best method
Special effort has to be made for recruiting a new member
for an existing project
When new members of the team are recruited, the Team
Leader(TL) will need to plan their induction into the team
very carefully.
The TL should be aware of the need to assess continually
the training needs of their team members.
Some training might be given to the new recruit
Externally: by some commercial training companies
Internally: by their colleagues in the organization
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12. Motivation is the driving force by which humans
achieve their goals
Models of motivation
Taylorist model
Maslow’s hierarchy of needs
Herzberg two factor theory
Expected theory of motivation
Motivation
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13. Motivation
Taylorist model- financial incentives
Piece rates :
◼ Where workers are paid fixed some for each item they produce
◼ Causes difficulty if a new system changes the work practice
Day rates :
◼ payment for time worked
Varies depends upon the nature of the projects
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14. Maslow’s hierarchy of needs
Abraham Maslow (1908-
1970)
Motivations vary from
individual to individual.
Money is a strong motivator
People will be motivated by
different things at different
times.
People will always feel
dissatisfied, but the focus of
the dissatisfaction changes
over time.
Hierarchy of needs – as
lower ones fulfilled, higher
ones emerge
Motivation
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15. Herzberg two factor theory
Herzberg suggested two sets of factors affected job
satisfaction
1. Hygiene or maintenance factors – make you satisfied if
they are right e.g. pay, working conditions
2. Motivators – make you feel the job is worthwhile e.g. a
sense of achievement or challenge
Motivation
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16. The expected theory of motivation
There is a need to be aware of how the day-to-day ups and downs of
system development affects motivation
Vroom and Colleagues developed a model to identify three influences on
motivation
Expectancy – the belief that working harder leads to better
performance
Instrumentality – the belief that better performance will be
rewarded
Perceived value- of the resulting reward
Motivation will be high when all the three factors are high.
A zero level for any one of the factors can remove motivation
Motivation
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17. The Oldham-Hackman Job Characteristics model
Job satisfaction is based on five factors.
First three factors make the job meaningful
Skill variety :
The number of different skills that the job holder has the opportunity to
exercise
Task identity
The degree to which your work and its results are associated with you
Task significance
The degree to which the job has influence on others
The other two factors are
Autonomy
The discretion you have about the way that you do the job
Feedback
The information you get back about results of your work
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18. Methods of improving motivation
To improve motivation, managers might do the
following
Set specific goals
◼Goals need to be demanding and yet acceptable to staff.
Provide feedback
◼Regular feed back about the progress
Consider job redesign
◼Jobs can be altered to make them more interesting
◼Two measures to enhance the job design
◼Job enlargement : to carry out wider variety of activities
◼Job enrichment: given authority to take decisions
The Oldham-Hackman Job
Characteristics model
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19. Stress
It is sometimes necessary to put in extra effort to
overcome some temporary obstacles or to deal with an
emergency
Good planning and control will help to reduce unexpected
problems generating unnecessary crises
Stress may be caused by
Role ambiguity
◼ When staff do not have clear idea of the objectives
Role conflict
◼ Demand of two different roles ( parenting and doing business)
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20. Health and safety
Health and safety issues that relate to the conduct of a project
is considered here
Responsibility for safety must be clearly defined at all levels.
Top management must be committed to the safety policy
The delegation of responsibility for safety must be clear
Those to whom responsibilities are delegated must understand the
responsibilities and agree to them
Job description should include definitions of duties related to safety
Deployment of a safety officer and the support of experts in
particular technical areas
Consultation on safety
An adequate budgeting for safety costs 20
21. Some ethical and professional concerns
There is a legal requirement to act to reduce the threats to
the healthy and safety of employees
Even without laws, some ethical responsibilities are
shared by all members of the community regardless of
their position
◼ To alert the emergency service when there is an accident
Assets of the stakeholders must also be safeguarded by the
company
Normal ethical rules do not apply in business
Competitors.. If they do not win they might lose
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22. Some ethical and professional concerns
(ICT)
ICT practioners have special responsibilities
It is not possible to have expertise in all areas of ICT. Hence it
is unethical to pretend to be knowledgeable about some area
where they are not
If an ICT practioner has expertise that would prevent a
colleague from doing something harmful, it would be
unethical to remain silent
Decisions made them should not only be technically justifiable
but also be unbiased
When high level decisions have flaw, it is the responsibility of
the software engineer to point out such deficiencies
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23. Working in teams
A team is created to carry out a joint assignment
By team, we mean groups of people who are working
together.
As software systems are huge in nature, Software
development task requires intense human mental activity
This human effort has to be shared between individual
developers within team or between groups
Hence how the efforts of individual developers within a
team can be coordinated well is a major concern now
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25. Step Wise project planning
Collaborative nature of project work will have an influence on
nearly all stages of the Step Wise project planning frame work
1. Identify the project scope and objectives
Here the stakeholders in the project are identified and
communication channels are established
2.identify project infrastructure
The organization structure within which the project team will
exist is identified
3.analyse project characteristics
Decisions made about how the project is to be executed
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26. Step Wise project planning
4.estimate effort for each activity.
Individual and group experience will have a key influence on
developer productivity
5.Identify activity risks.
Risks will include those that relate to staff such as continued
availability
6. Allocate resources
7. Review/publicize plan.
A communication plan could be produced at this point
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27. Becoming a team
Team formation goes through five basic stages of development:
Forming
The members of the group get to know each other and try to set up some
ground rules about behaviour
Storming
Conflicts arise as various members of the group try to exert leadership and
the group’s methods of operation are being established
Norming
Conflicts are largely settled and a feeling of group identify emerges
Performing
The emphasis is now on the tasks at hand
Adjourning (Mourning?)
The group disbands
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28. Teams need to be balanced with different
types of people
The chair : not necessarily brilliant leaders but they must be good at running
meetings, being calm, strong but tolerant
The plant : some one is very good at generating ideas and potential solutions to
problems
The monitor-evaluator : good at evaluating ideas and potential solutions and
helping to select the best one
The shaper : who helps to direct the team’s attention to the important issues
The team worker : skilled at creating a good working environment
The resource investigator : adept at finding resources, in terms of both physical
resources and information
The completer-finisher : concerned with completing task
The company worker : A good team player who is willing under take less
attractive task if they are needed for team success
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29. Group performance
Works yield better results if carried out as a team
Categories of group tasks
Additive tasks
◼ Each participant effort are added to get the final result
Compensatory task
◼ Errors of individuals are compensated by the input from others
Disjunctive tasks
◼ There is only one correct answer
Conjunctive
◼ Team members who are ahead help to meet the objective by
assisting those who are behind
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30. ‘Social loafing’
Tendency for some team participants to ‘coast’ and
let others do the work
Also tendency not to assist other team members who
have problems
Suggested counter-measures:
Make individual contributions identifiable
Consciously involve group
Reward ‘team players’
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31. Decision making
Categories
Structured
◼ Simple, routine decisions
Unstructured
◼ More complex, requires a degree of creativity
Mental obstacles to good decision making
Faulty heuristics
◼ Based only on information, might be misleading
Escalation of commitment
◼ Once decided very difficult to alter
Information over load
◼ Too much of information which disturbs
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32. Group decision making
Decision made by the team are more likely accepted than
those that are imposed
Groups deal less effectively with poorly structured problems
needs creative solutions
Brainstorming techniques can help groups in this situation
Obstacles to good group decision
making❑It is time consuming
❑It can stir up conflicts within the group
❑Decisions can be unduly influenced by dominant personality
❑ Risky shift – people in groups are more likely to make risky
decisions than they would as individuals
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33. Measures to reduce the disadvantage
of the group decision making
One method (Delphi approach) is to train the members to
follow the set procedures
The cooperation of a number of experts is enlisted
The problem is presented to the experts
The experts record their recommendations
These recommendation are collated and reproduced
The collected responses are recirculated
The experts comments on the ideas of others and modify their
recommendations if so moved
If the leader detects a consensus, then the process is stopped
otherwise the comments are recirculated to the experts
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34. Team heedfulness
Group members are aware of the activities of others that
contribute to overall group success and can identify ways
of supporting that contribution
Appearance of a ‘collective mind’ comes from shared
understanding, familiarity and good communication
Concepts for promoting s/w development environment
Egoless programming,
Chief programmer teams
Extreme programming and
Scrum
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35. Egoless programming
Rather than keeping the programs confidential they
become common property and programming
becomes egoless
Peer code reviews are based on this idea where
programs by the individual are checked by the
colleagues
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36. Chief programmer teams
When the group size is larger, development becomes slower
due to increased communication
Hence there is a need for more formalized and centralized
structured team ( chief programmer team)
Chief programmer : defines the specification, and design ,
codes , tests and documents the software
Co-pilot : Assists Chief programmer; discusses problems and
writes code
Editor
supports Chief programmer and co-pilot;
writes up the documentation drafted by chief programmer
Program clerk : maintains the actual code
Tester : Does testing
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37. Extreme Programming(XP)
It is a new version of chief programmer and co-pilot
relationship
Most XP promotes ‘collective mind’
Rather than creating separate documents , the key
software products, software code and test data are
enhanced
Less formal and improved communication and coordination
Test cases and expected results are produced before the
code and act effectively as a form of specification.
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38. Scrum
Scrum process starts with a system architecture and planning phase
The required release date for the product and a set of the desired
features of the product is defined in this stage
This phase followed by a number of sprints, typically lasts between one and
four weeks
Sprints are carried out by groups of 7 to 10 developers
The progress of a sprint is marked by short meetings each day
At the end of the sprint, all sprint teams meet with other stakeholders to
review the products created
New features could be added , and previous ones deleted or modified
The sprint process described above is then repeated
When all the sprints have been completed ,there is a final closure phase
where tasks like regression and integration testing , and training guides to
create a final package for delivery to market 38
39. Organization and Team Structures
Department Structure
How is department organized into teams?
Team Structure
How are project teams structured?
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40. Department structure
Three broad ways of department structure
Functional
◼ Developers are divided into functional groups based on their
specialization
◼ Functional team working on a project does not physically meet the
members of other functional team, hence good quality documentation
has to be maintained
Project
◼ Assigned team carries out all the project activities and
◼ Remains in the same team until the completion of the project
Matrix
◼ An extension of functional format and provides the advantage of both
functional and project format
◼ A pool of functional specialist is assigned to different project as needed
and is represented in a matrix 40
41. Functional vs Project formats
Ease of staffing
Functional
◼ Provides an efficient solution to the staffing problem
◼ Any number of required personal can be brought into projects as needed, and can
returned to the functional group when they complete
Project
◼ Mandates the manager to accept a fixed number of developers at the start of the
project
◼ These developers work for the entire duration, hence many members idle in the
initial stage and the entire team comes under pressure at later phases
Production of good quality document
Functional - Production of good quality documents
Project - Production of poor quality document
Job specialization
Functional - Developers become specialized in different areas
Project- No specialization is available 41
42. Functional vs Project formats
Efficient handling of problems associated with manpower
turnover
Functional - Handles the problem effectively
Project - Does not handles the problem effectively
Career planning
Functional
◼ Makes it easier for a developer that is technically oriented called the
technical ladder
Project
◼ Facilitate a more general form career progression, where the
developers become business analysts and mangers
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43. Team Structure
Team Structure
Denotes reporting, responsibility, and communication
structures in individual project teams
Three team structures
Chief Programmer
Democratic
Mixed team organizations
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44. Chief Programmer Team
A senior member provides the technical leadership and is
designated as the chief programmer.
The chief programmer
Defines the specification
Constructs the high level design
Partitions the remaining tasks of detailed design viz, coding,
testing, documentation etc., into many smaller tasks
Assigns them to the team members
Verifies and integrates the work completed by different team
members
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45. Chief Programmer team
Advantages
A chief programmer is more efficient than a democratic team
for completing simple and small projects
Disadvantages
Provides an authority to assign work to the team members and
to monitor their work
Inhibits collective and original thinking by the team members
Subject to single point failure since too much responsibility
and authority
Information overload
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46. Democratic Team
Does not enforce any formal team hierarchy
Decisions is based on discussions ,where any member is
free to discuss with any other member
A manager provides the administrative leadership
Offers higher moral and job satisfaction to team members
Suitable for research oriented projects
Encourages egoless programming
Comparing with chief programmer team
Suffers from lower manpower turnover
Less productive
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47. Mixed control team structure
Draws ideas from both the democratic and chief
programmer team structure
Suitable for large team sizes
Extremely popular and sued in many software
development companies
Incorporates both hierarchical reporting and
democratic setup
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48. Coordination Dependencies
A coordination theory provides a useful classification of
coordination dependencies that are likely exist in
organizational undertaking.
Shared resources
Producer-customer (‘right time’) relationship
Task-subtask dependencies
Accessibility (‘right place’) dependencies
Usability(‘right thing’) dependencies
Fit requirements
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49. Dispersed and Virtual Teams
Challenges
The requirements for work that is distributed to contractors
have to be carefully specified
Procedures followed needs to be formally expressed
Coordination of dispersed workers can be difficult
Payment methods needs to be modified
Lack of trust of co-workers
Assessment of the quality of delivered products
Different time zones can cause communication and
coordination problems
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50. Communication Genres
Something more than just the technical means of
communicating
There are some ‘ground rules’ about when and how much
communication should be carried out
Official meetings – these rules might be quite formal
Management meetings- each with their own conservation
Email communication genre- advanced email based application can
be developed
A major influence on the nature of communication genre is the
constraints of time
Mode of communication can be categorized as combinations
of two opposites: same time/different time and same
place/different place 50
51. Communication Genres
Same Place Different place
Same time
Meetings Telephone
Interviews etc., Instant messaging
Different times
Noticeboards E-mail
Pigeon-holes Voicemail
Documents
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52. Early stages of a project
At the start of the project , team members
will need to build up their trust and
confidence in their coworkers.
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53. Leadership: Types of authority
Position power
Coercive power – able to threaten punishment
Connection power – have access to those who do
have power
Legitimate power – based on a person’s title
conferring a special status
Reward power – able to reward those who comply
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54. Leadership: Types of power
Personal power
Expert power: holder can carry out specialist tasks
that are in demand
Information power: holder has access to needed
information
Referent power: based on personal attractiveness or
charisma
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55. Leadership styles
Task orientation – focus on the work in hand
People orientation – focus on relationships
Where there is uncertainty about the way job is to be done
or staff are inexperienced they welcome task oriented
supervision
Uncertainty is reduced – people orientation more
important
Risk that with reduction of uncertainty, managers have
time on their hands and become more task oriented
(interfering)
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