how-to-manage-people(ppt文档).ppt

Ian Sommerville 2004Software Engineering,7th edition.Chapter 25 Slide 1Managing peoplelManaging people working as individuals and in groupsIan Sommerville 2004Software Engineering,7th edition.Chapter 25 Slide 2ObjectiveslTo explain some of the issues involved in selecting and retaining stafflTo describe factors that influence individual motivationlTo discuss key issues of team working including composition,cohesiveness and communicationslTo introduce the people capability maturity model(P-CMM)-a framework for enhancing the capabilities of people in an organisationIan Sommerville 2004Software Engineering,7th edition.Chapter 25 Slide 3Topics coveredlSelecting stafflMotivating peoplelManaging groupslThe people capability maturity modelIan Sommerville 2004Software Engineering,7th edition.Chapter 25 Slide 4People in the processlPeople are an organisations most important assets.lThe tasks of a manager are essentially people-oriented.Unless there is some understanding of people,management will be unsuccessful.lPoor people management is an important contributor to project failure.Ian Sommerville 2004Software Engineering,7th edition.Chapter 25 Slide 5People management factorslConsistencyTeam members should all be treated in a comparable way without favourites or discrimination.lRespectDifferent team members have different skills and these differences should be respected.lInclusionInvolve all team members and make sure that peoples views are considered.lHonestyYou should always be honest about what is going well and what is going badly in a project.Ian Sommerville 2004Software Engineering,7th edition.Chapter 25 Slide 6Selecting stafflAn important project management task is team selection.lInformation on selection comes from:Information provided by the candidates.Information gained by interviewing and talking with candidates.Recommendations and comments from other people who know or who have worked with the candidates.Ian Sommerville 2004Software Engineering,7th edition.Chapter 25 Slide 7Staff selection case study 1Ian Sommerville 2004Software Engineering,7th edition.Chapter 25 Slide 8Staff selection case study 2Ian Sommerville 2004Software Engineering,7th edition.Chapter 25 Slide 9LessonslManagers in a company may not wish to lose people to a new project.Part-time involvement may be inevitable.lSkills such as UI design and hardware interfacing are in short supply.lRecent graduates may not have specific skills but may be a way of introducing new skills.lTechnical proficiency may be less important than social skills.Ian Sommerville 2004Software Engineering,7th edition.Chapter 25 Slide 10Staff selection factors 1Ian Sommerville 2004Software Engineering,7th edition.Chapter 25 Slide 11Staff selection factors 2Ian Sommerville 2004Software Engineering,7th edition.Chapter 25 Slide 12Motivating peoplelAn important role of a manager is to motivate the people working on a project.lMotivation is a complex issue but it appears that their are different types of motivation based on:Basic needs(e.g.food,sleep,etc.);Personal needs(e.g.respect,self-esteem);Social needs(e.g.to be accepted as part of a group).Ian Sommerville 2004Software Engineering,7th edition.Chapter 25 Slide 13Human needs hierarchyIan Sommerville 2004Software Engineering,7th edition.Chapter 25 Slide 14Need satisfactionlSocialProvide communal facilities;Allow informal communications.lEsteemRecognition of achievements;Appropriate rewards.lSelf-realizationTraining-people want to learn more;Responsibility.Ian Sommerville 2004Software Engineering,7th edition.Chapter 25 Slide 15Individual motivationIan Sommerville 2004Software Engineering,7th edition.Chapter 25 Slide 16Personality typeslThe needs hierarchy is almost certainly an over-simplification of motivation in practice.lMotivation should also take into account different personality types:Task-oriented;Self-oriented;Interaction-oriented.Ian Sommerville 2004Software Engineering,7th edition.Chapter 25 Slide 17Personality typeslTask-oriented.The motivation for doing the work is the work itself;lSelf-oriented.The 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.;lInteraction-orientedThe principal motivation is the presence and actions of co-workers.People go to work because they like to go to work.Ian Sommerville 2004Software Engineering,7th edition.Chapter 25 Slide 18Motivation balancelIndividual motivations are made up of elements of each class.lThe balance can change depending on personal circumstances and external events.lHowever,people are not just motivated by personal factors but also by being part of a group and culture.lPeople go to work because they are motivated by the people that they work with.Ian Sommerville 2004Software Engineering,7th edition.Chapter 25 Slide 19Managing groupslMost software engineering is a group activityThe development schedule for most non-trivial software projects is such that they cannot be completed by one person working alone.lGroup interaction is a key determinant of group performance.lFlexibility in group composition is limitedManagers must do the best they can with available people.Ian Sommerville 2004Software Engineering,7th edition.Chapter 25 Slide 20Factors influencing group workinglGroup composition.lGroup cohesiveness.lGroup communications.lGroup organisation.Ian Sommerville 2004Software Engineering,7th edition.Chapter 25 Slide 21Group compositionlGroup composed of members who share the same motivation can be problematicTask-oriented-everyone wants to do their own thing;Self-oriented-everyone wants to be the boss;Interaction-oriented-too much chatting,not enough work.lAn effective group has a balance of all types.lThis can be difficult to achieve software engineers are often task-oriented.lInteraction-oriented people are very important as they can detect and defuse tensions that arise.Ian Sommerville 2004Software Engineering,7th edition.Chapter 25 Slide 22Group compositionIan Sommerville 2004Software Engineering,7th edition.Chapter 25 Slide 23lLeadership depends on respect not titular status.lThere may be both a technical and an administrative leader.lDemocratic leadership is more effective that autocratic leadership.Group leadershipIan Sommerville 2004Software Engineering,7th edition.Chapter 25 Slide 24Group cohesivenesslIn a cohesive group,members consider the group to be more important than any individual in it.lThe advantages of a cohesive group are:Group quality standards can be developed;Group members work closely together so inhibitions caused by ignorance are reduced;Team members learn from each other and get to know each others work;Egoless programming where members strive to improve each others programs can be practised.Ian Sommerville 2004Software Engineering,7th edition.Chapter 25 Slide 25Team spiritIan Sommerville 2004Software Engineering,7th edition.Chapter 25 Slide 26Developing cohesivenesslCohesiveness is influenced by factors such as the organisational culture and the personalities in the group.lCohesiveness can be encouraged throughSocial events;Developing a group identity and territory;Explicit team-building activities.lOpenness with information is a simple way of ensuring all group members feel part of the group.Ian Sommerville 2004Software Engineering,7th edition.Chapter 25 Slide 27lGroup members tend to be loyal to cohesive groups.lGroupthink is preservation of group irrespective of technical or organizational considerations.lManagement should act positively to avoid groupthink by forcing external involvement with each group.Group loyaltiesIan Sommerville 2004Software Engineering,7th edition.Chapter 25 Slide 28Group communicationslGood communications are essential for effective group working.lInformation must be exchanged on the status of work,design decisions and changes to previous decisions.lGood communications also strengthens group cohesion as it promotes understanding.Ian Sommerville 2004Software Engineering,7th edition.Chapter 25 Slide 29lGroup sizeThe larger the group,the harder it is for people to communicate with other group members.lGroup structureCommunication is better in informally structured groups than in hierarchically structured groups.lGroup compositionCommunication is better when there are different personality types in a group and when groups are mixed rather than single sex.lThe physical work environmentGood workplace organisation can help encourage communications.Group communicationsIan Sommerville 2004Software Engineering,7th edition.Chapter 25 Slide 30Group organisationlSmall software engineering groups are usually organised informally without a rigid structure.lFor large projects,there may be a hierarchical structure where different groups are responsible for different sub-projects.Ian Sommerville 2004Software Engineering,7th edition.Chapter 25 Slide 31Informal groupslThe group acts as a whole and comes to a consensus on decisions affecting the system.lThe group leader serves as the external interface of the group but does not allocate specific work items.lRather,work is discussed by the group as a whole and tasks are allocated according to ability and experience.lThis approach is successful for groups where all members are experienced and competent.Ian Sommerville 2004Software Engineering,7th edition.Chapter 25 Slide 32Extreme programming groupslExtreme programming groups are variants of an informal,democratic organisation.lIn extreme programming groups,some management decisions are devolved to group members.lProgrammers work in pairs and take a collective responsibility for code that is developed.Ian Sommerville 2004Software Engineering,7th edition.Chapter 25 Slide 33Chief programmer teamslConsist of a kernel of specialists helped by others added to the project as required.lThe motivation behind their development is the wide difference in ability in different programmers.lChief programmer teams provide a supporting environment for very able programmers to be responsible for most of the system development.Ian Sommerville 2004Software Engineering,7th edition.Chapter 25 Slide 34Problems lThis chief programmer approach,in different forms,has been successful in some settings.lHowever,it suffers from a number of problemsTalented designers and programmers are hard to find.Without exceptional people in these roles,the approach will fail;Other group members may resent the chief programmer taking the credit for success so may deliberately undermine his/her role;There is a high project risk as the project will fail if both the chief and deputy programmer are unavailable.The organisational structures and grades in a company may be unable to accommodate this type of group.Ian Sommerville 2004Software Engineering,7th edition.Chapter 25 Slide 35lThe physical workplace provision has an important effect on individual productivity and satisfactionComfort;Privacy;Facilities.lHealth and safety considerations must be taken into accountLighting;Heating;Furniture.Working environmentsIan Sommerville 2004Software Engineering,7th edition.Chapter 25 Slide 36lPrivacy-each engineer requires an area for uninterrupted work.lOutside awareness-people prefer to work in natural light.lPersonalization-individuals adopt different working practices and like to organize their environment in different ways.Environmental factorsIan Sommerville 2004Software Engineering,7th edition.Chapter 25 Slide 37Workspace organisationlWorkspaces should provide private spaces where people can work without interruptionProviding individual offices for staff has been shown to increase productivity.lHowever,teams working together also require spaces where formal and informal meetings can be held.Ian Sommerville 2004Software Engineering,7th edition.Chapter 25 Slide 38Office layoutIan Sommerville 2004Software Engineering,7th edition.Chapter 25 Slide 39The People Capability Maturity ModellIntended as a framework for managing the development of people involved in software development.Ian Sommerville 2004Software Engineering,7th edition.Chapter 25 Slide 40P-CMM ObjectiveslTo improve organisational capability by improving workforce capability.lTo ensure that software development capability is not reliant on a small number of individuals.lTo align the motivation of individuals with that of the organisation.lTo help retain people with critical knowledge and skills.Ian Sommerville 2004Software Engineering,7th edition.Chapter 25 Slide 41P-CMM levelslFive stage modelInitial.Ad-hoc people managementRepeatable.Policies developed for capability improvementDefined.Standardised people management across the organisationManaged.Quantitative goals for people management in placeOptimizing.Continuous focus on improving individual competence and workforce motivationIan Sommerville 2004Software Engineering,7th edition.Chapter 25 Slide 42The people capability modelIan Sommerville 2004Software Engineering,7th edition.Chapter 25 Slide 43Key pointslStaff selection factors include education,domain experience,adaptability and personality.lPeople are motivated by interaction,recognition and personal development.lSoftware development groups should be small and cohesive.Leaders should be competent and should have administrative and technical support.Ian Sommerville 2004Software Engineering,7th edition.Chapter 25 Slide 44Key pointslGroup communications are affected by status,group size,group organisation and the gender and personality composition of the grouplWorking environments should include spaces for interaction and spaces for private working.lThe People Capability Maturity Model is a framework for improving the capabilities of staff in an organisation.