Teammanagement澤許ppt課件

1、Team managementLecturer：Zexu.Liu Xiaofeng.CaoDate:2021.11.09.ContentsConcept of team managementTypes of Team OrganizationsGeneral Team PrinciplesSomething about MotivationSomething about TeamworkPractical GuidelinesTeam management difficulties and solutionSome special cases.Concept of team managemen

2、tStephen Robbins believes that the team is carried out in order to achieve a certain goal cooperation with each other to form a more formal groups. Robbins emphasizes three priorities of team : a target, mutual cooperation and formal groups.Team managementrefers to techniques, processes and tools fo

3、r organizing and coordinating a group of individuals working towards a common goal.Types of Team OrganizationsHierarchical BusinessMatrixChief ProgrammerSWATOpen StructuredSearch and Rescue TeamProfessional Athletic Team.Types of Team Organizations Hierarchical TeamProject is divided into major subs

4、ystemsEach subsystem is headed by a project managerIf a subsystem is complex, it may be further divided into smaller componentsMost of the work done at the leaves of the treePeter PrincipleIn a hierarchical organization each employee in general rises until reaching a level at which he is incompetent

5、Rewards management more for rising up the tree.Types of Team Organizations Business TeamMost common of the team structuresPeer group headed by a technical leadAside from the leader, the team members are all equal in status and differentiated by expertiseTechnical lead is also an active technical con

6、tributor but also responsible for final decisions and communicates externally for the teamStreamlines communication with management, allows team members to work in their area of expertise, allows the team itself to sort out who should work on whatStrength and weakness is its generality.Types of Team

7、 Organizations MatrixBasic units with specializationsIndividuals with their specialty assigned to projects requiring those talentsEach feature team is responsible for developing one feature of the productGood for problem resolution teamsNetworkingGraphicsDatabasesQAProject AXXXProject BXXProject CXX

8、X.Types of Team Organizations Chief ProgrammerThe chief programmer is the team leader. This person must be a superstar and design/code much of the projectOther people just provide support services for the starThey act as assistants in various capacities, documentation, administration, etc. Similar t

9、o a surgeon in the ORMakes good use of superstars; but hard to find anyone “super enoughCan have conflict with the leader who makes all decisions.Types of Team Organizations SWAT Skilled With Advanced ToolsBased on the RAD methodologyTypically builds incremental versions of a software systemFocuses

10、onReusable componentsUse of development toolsSoftware generatorsGroupware and workflow management softwareMembers must be experienced with multiple skills.Types of Team Organizations Open or Weakly StructuredCombine open management style with clear structure on team rolesTechnical leaderResponsible

11、for resolving issues for which no consensus can be reachedModerator for meetingsRotate among members for various tasksTries to combine a focus on individual specialists as well as centralized coordination of activities.Types of Team Organizations Skunk WorksTake a bunch of talented people, hide them

12、 from the rest of the world, and see what they can doBased on the “black program modelCovert development of sensitive systemsMay get extremely high creativity in exchange for low visibility and high risk.Types of Team Organizations Search and RescueFocuses on solving a particular problemNeeds very s

13、pecialized product knowledgeLike a “tiger team to attack a specific problemConsists of software and hardware specialists with detailed business environment knowledgeOften used for emergency maintenance.Types of Team Organizations Professional Athletic TeamThe developers are the stars of this team.Ma

14、nagers and everyone else are secondary.Roles are very specializedGood for tactical execution teams, which need specialized skillsLots of stars may not get along.General Team PrinciplesUse fewer and better peopleHighest productivity is achieved by a relatively small group of peopleLarge groups requir

15、e exponentially more communication, which has a negative effect on productivityNeed to keep one person in charge of the projects overall vision (chief programmer or architect)Try to fit tasks to the capabilities and motivation of the people availableSelect people for a well-balanced and harmonious t

16、eamSomeone who does not fit the team should be removed.MotivationResearchers have found a 10:1 range of performance among people with the same levels of experienceKey to this is their motivationProblem is that motivation is hard to measure, quantify, or express.MotivationTypes of motivating factors

17、will vary from person to personCareer growth potentialManagement potentialPersonal life: is it possible to have one?StatusPeer recognitionPersonal achievement.MotivationMore motivating factors:Money! (or grades in our case)Company ownershipJob securityWork environment Home environment (travel, enter

18、tainment, )No single thing motivates everyone.Top Five Motivational FactorsAchievement (reaching goals)Possibility for Growth (personal improvement)The Work ItselfPersonal LifeTechnical Supervision Opportunity.Top Five Motivational Factors AchievementOwnership: Get developers to own (set and agree t

19、o) the schedules they are working to achieveGoal Setting: Set specific goals for development (speed, quality, etc.)Keep it to one or two specific goals.Top Five Motivational Factors Possibility for GrowthSupport continuing educationConferences (attending, maybe presenting)Mentor new staffAvoid unrea

20、listic schedule pressureExpect 2-3 weeks per year for training and education.Top Five Motivational Factors The Work ItselfFive main aspectsSkill Variety: to avoid boredom and fatigueTask Identity: to be able to identify your productTask Significance: to work on something importantAutonomy: to contro

21、l how your task is doneJob Feedback: to see your work in action.Top Five Motivational Factors Personal LifeTraditionally, is a significant motivation for developers, not managersRespect holidays and weekends as much as possibleRespect family and emergency needsAvoid extensive travel.Top Five Motivat

22、ional Factors Tech. Supervision OpportunityMotivation for developers, not managersProject Leads: Can assign leads for each technical area in the project: graphics, database design, etc.Functional Leads: Or assign leads for each process area: system testing, technical reviews, performance evaluation,

23、 etc.Assign mentor positions to all but most junior staff.Other Motivational FactorsRewards and Incentives - prizes, promotions, bonuses, Pilot projects - adds importance to projectTry something new each projectPerformance reviews - need proper reviews to ensure good performance feedback.Motivation

24、KillersLack of hygiene - a clean office is required Good lighting, office ergonomics, up to date equipmentManagement manipulation - dont pretend your staff are dumbExcessive schedule pressure - have we emphasized this enough yet?Lack of appreciation - kudos are not optional.More Motivation KillersMe

25、ddling by technically inept managersLeaving developers out of decisionsProductivity barriers in the environmentLow product quality - destroys sense of achievementBlatant motivation campaigns - be subtle.TeamworkThe Amish barn raising is cited as a prime example of teamworkBarn raised in a single day

26、 without electricity or power toolsJobs for entire communityKids carry food, toolsMen cooperateNo gripes or distractionsNobody leaves until the barn is completeModel of the perfect team?.Teamworks ImportanceMajor factorsEffectiveness of teams can vary by a factor of 2-6 on the same projectGroup cohe

27、siveness is a key factor in team effectivenessDevelopers experience is also significant.Characteristics of High Performance TeamsA shared elevating vision or goalA clear objective builds trust and focus, keeps perspectiveChallenging workThe project must be challenging to be worth the teams focusA se

28、nse of team identity (who are we?)Team name, dress code (IBMs Black Team), etc.Characteristics of High Performance TeamsA results-driven structureMust have clear roles, monitoring, feedback, and decision making methods based on factCompetent team members (not expert)Select people based on technical

29、skills, desire to contribute, and teamwork skillsCommitment to the teamSometimes merely asking is enough to get it.Characteristics of High Performance TeamsMutual trustHonesty, openness, consistency, respectInterdependence among team membersShare decisions, balance strengthsEffective communicationNe

30、ed to be able to communicate bad news, while it still can be fixed or accommodated.Characteristics of High Performance TeamsA sense of autonomy (independence)In spite of a chance of making mistakesA sense of empowerment (authority)Can say no to a request, or break a little ruleSmall team size3 to 5

31、per team, max of 10A high level of enjoyment (fun!).How to Manage a TeamEstablish a vision for the teamCreate change needed to bring about the visionManage the team as a team, not as individualsMake the team responsible rather than individuals for their individual actionsDelegate tasks clearly to th

32、e teamLet team work out the details.Team FailureIf team isnt working, examine the motivation, organization, and informationOther possible causes include:Lack of visionLack of identityMembers that would rather work alone, or lack of commitmentLack of recognitionProductivity roadblocksEnvironment too

33、stifling?.Team FailureMore causes:Ineffective communication Lack of trustProblem personnel (dont ignore them!)Members that are belligerent, cover up ignorance rather than try to learn, are territorial, grumble, dont pitch in“My code is too complicated to test“No one else can fix the bugs in my code.

34、In a review of 32 management teams, the most consistent and intense complaint from members was their team leaders were unwilling to confront and resolve problems with poor performance by team membersFirst approach is for the entire team to coach the problem person on how to work as part of a teamSecond resort is to fire the person.Practical Guidelines for Team LeadersAs a team leader I willAvoid compromising the teams objective with political issuesEx