Managing People PDF

Managing People Selecting the best people and managing people working as individuals and in groups Goals of the Unit The human factor is the main cause of project success or failure People are one of the most important assets of organizations Good project manager...

Managing People Selecting the best people and managing people working as individuals and in groups Goals of the Unit The human factor is the main cause of project success or failure People are one of the most important assets of organizations Good project managers have good people management skills Goals of the unit: – Understanding the basics about managing people – Learning the project activities related to human resource management spm - ©2014 adolfo villafiorita - introduction to software project management !2  Initiate Plan Execute & Close Monitor Assess Formalize Collect Close Feasibility Goals Outputs Monitor Goals, Cost and Develop Release Schedule Define Kick Off Schedule Activities Define Costs [Obtain Approval] Change Control & Configuration Management Quality Management Risk Management Human Resource Management The Basic Process Four main activities in managing human resources: – Define staff requirements * Skills * Numbers – Select staff * Internal or external * Full or part-time – Manage staff * Make a team out of individuals * Motivate resources to perform * Make sure capabilities grow – Release staff spm - ©2014 adolfo villafiorita - introduction to software project management !4 Getting Started: Define Staff Requirements and Select Staff Define Staff Requirements The goal of this activity is identifying the skills necessary in a project It “transforms” the project goals and tasks into human resource requirements and competences needed Some of the information: – Characteristics and competences (e.g., hard and soft skills) – Level of experience – Involvement (effort and timeframe) Input for staff selection spm - ©2014 adolfo villafiorita - introduction to software project management !6 Define Staff Requirements Hard skills – Specific technical abilities that can be taught and are measurable – Example: the ability to write software in C – Can be taught and learned – Can be measured Soft skills: – Characteristics depending on personality – Examples: empathy, thoroughness, and creativity – More difficult to learn and teach – More difficult to quantity spm - ©2014 adolfo villafiorita - introduction to software project management !7 Skill Matrix A skill matrix highlights, for each project activity, the skills which are required Sheet1 Activity Skills Requirements Good know-how of the automotive domain. Experience in questionnaire management Design Experience in the use of IBM Rational suite of modeling tools. Implementation Very good know-how of C++ and WxWidget GUI environment. Experience with test-driven development. spm - ©2014 adolfo villafiorita - introduction to software project management !8 Project Team Acquisition Two choices: internal or external The actual choice and selection can be influenced by – Availability – Timeframe – Organizational structure and procedures of the performing organization – Project priority and relevance affects – Project stakeholders (sponsor) and politics – Peer managers (competing for the same limited resources) spm - ©2014 adolfo villafiorita - introduction to software project management !9 Project Team Acquisition Techniques – Pre-assignment: people assigned to a project may be known in advance (for instance because promised, or if special skills are required) – Negotiation: on many projects staff is negotiated with other manager in the organization (functional managers, other project managers, …) – Acquisition: if in-house staff is lacking – Virtual team creation: in any other situation spm - ©2014 adolfo villafiorita - introduction to software project management !10 Selecting External Staff Goal: selecting the candidates with the appropriate soft and hard skills The process: – Define a job description – Advertise the position – (Wait an appropriate amount of time) – Analyze the received resume – Interview the candidates – Select the personnel to hire Information from candidates: resumes, motivational letters, endorsement letters, previous employers, network and friends Process in collaboration with Human Resources spm - ©2014 adolfo villafiorita - introduction to software project management !11 Job Call/Description Many different templates available Do not forget to highlight: – What you are looking for – Tasks which will be assigned – Soft and Hard skills required: they can also be organized using the MoSCo(W) acronym (the W does not make sense, in this context) – A bit of “publicity” about your company: values, working environment, … – Period and type of contract spm - ©2014 adolfo villafiorita - introduction to software project management !12 Managing People Premiss Understanding what motivates people at work is difficult (but with a great potential impact) The Hawthorne effect (studies about the effect of lighting conditions on productivity) demonstrates how difficult it is to come out with accurate theories In the following we recap main studies in the area Organized in: – Motivational factors – Personality traits/Interaction types – Management strategies spm - ©2014 adolfo villafiorita - introduction to software project management !14 Timeline Herzberg's Higyene Factors Mc Gregor's Boehm's Theory X and Y Theory W Hersey and Blanchard's Hawthorne Situational Leadership Effect Maslow's Taylor's Hierarchy of Needs Ouchi's Scientific Management Theory Z Bass and Dunteman's Personality Types 1910 1920 1930 1940 1950 1960 1970 1980 1990 spm - ©2014 adolfo villafiorita - introduction to software project management !15 Motivational Factors Scientific Management Taylor (1911) – First systematic theory on management. Most of it obsolete by the 30’s, but seminal – Main objective is improving economic efficiency and labor productivity – Considerations about workforce: * Most workers who are forced to perform repetitive tasks tend to work at the slowest rate that goes unpunished. * Workers could not be relied upon for talent or intelligence and all workers behave similarly: high control is needed * Need for better pays (linked to outputs) * Breaks are necessary, but simply as a way to improve efficiency spm - ©2014 adolfo villafiorita - introduction to software project management !17 Hawthorne Effect Studies conducted in the twenties to understand the effect of different lighting conditions on productivity Results indicated that increasing or decreasing lighting conditions improved workers’ George Elton Mayo performances Conclusion: attention and feeling to be part of something important is what really matters Seminal work which would be later criticized (small numbers of workers involved) https://youtu.be/o4XX90lqT6E?si=EdANiTZoXIuT3WrX spm - ©2014 adolfo villafiorita - introduction to software project management !18 Maslow’s Hierarchy of Needs Maslow (1954) Source: http://en.wikipedia.org/wiki/File:Maslow%27s_Hierarchy_of_Needs.svg, released under a CC license spm - ©2014 adolfo villafiorita - introduction to software project management !19 Maslow’s Hierarchy of Needs Lower level of the hierarchy: d-needs (deficiency needs). If not met, distress Higher level of the hierarchy: fulfilment A sound management ensures that: – d-needs are satisfied – Higher levels of the hierarchy are achieved spm - ©2014 adolfo villafiorita - introduction to software project management !20 Theory X and Theory Y Mc Gregor (1960) – Theory X: * Human beings have little interest in working and they will try to avoid it, if possible * The majority of people is not ambitious and not interested in taking responsibilities * Human beings are poorly creative in solving organizational problems * Motivation is mainly related to satisfying physical/security needs – Theory Y: * Working is a natural activity, like playing and resting * People are, on average, very creative * Motivation is often self-realization and self-esteem spm - ©2014 adolfo villafiorita - introduction to software project management !21 Theory X and Theory Y The two theories entail different styles of leaderships: – Theory X entails an autocratic leadership – Theory Y entails a climate of trust Managers will apply theory X or Y management style according to their opinion of the people they deal with spm - ©2014 adolfo villafiorita - introduction to software project management !22 Theory Z Ouchi (1981) (mix of american and japanese management styles) – To keep people motivated they have to have clear goals – Motivation is essential for the success of any industrial activity: management must contribute to keep people motivated – Motivated people can make mistakes: management must correct incorrect behaviors and ensuring people actions are in accordance with the strategies of the company – High efficiency can be achieved where tasks are highly standardized – People’s goal must change with working conditions and companies’ needs spm - ©2014 adolfo villafiorita - introduction to software project management !23 Theory W Boehm (1988) (Have all stakeholders win) – Comprehend what each person means by “winning” (e.g. promotions are not always the best expected reward) – Create the right expectations in each project (e.g. avoid creating expectations that are too high given budget and constraints) – Define and clearly identify tasks based on each person capability spm - ©2014 adolfo villafiorita - introduction to software project management !24 Herzberg’s Hygiene and Motivational Factors Frederick Herzberg (1968) – Three prevailing philosophies: * Organizational theorist think humans are irrational. The only way is organizing work * Industrial engineers believe that humans are mechanistically oriented and economically motivated * Behavioral scientists believe in creating a cozy environment – Different positive and negative KITAs (Kick In the Ass) have been tried: physical and phycological – They do not work! spm - ©2014 adolfo villafiorita - introduction to software project management !25 Motivating with KITAs Negative Physical KITA – Drawbacks: Not elegant – Employees might just kick you back in return! Negative Psychological KITA – Advantages: Cruelty not visible and no tangible evidence of attack – Reduces possibility of physical backlash – Can cause infinite pain, as it is psychological – You receive ego satisfaction when you practice it Positive KITA – The “Carrot”: if you do this you will get this (reward, status, promotion, incentive) spm - ©2014 adolfo villafiorita - introduction to software project management !26 Motivation and Hygiene Factors The opposite of job dissatisfaction is not job satisfaction, but no job dissatisfaction! Frederick Herzberg proposed the “Two Factor Theory” – Motivational Factors: largely internal to an individual and generally have a direct impact on that person’s performance. – Hygiene Factors: they surround a job and are controlled by the company or organization at a high level. The task of an organization is ensuring the hygiene factors are met and work on the motivational factors spm - ©2014 adolfo villafiorita - introduction to software project management !27 Motivational and Hygiene Factors Sheet1 Motivational Factors Hygiene Factors Achievement Company Policy and Administration Recognition Supervision Work itself Relationship with supervisor Responsibility Work Conditions Advancement Salary Growth Relationship with peers Personal life Relationship with subordinates Status Security spm - ©2014 adolfo villafiorita - introduction to software project management !28 Personality Traits/ Interaction Types Personality Traits People are made of different character traits The balance among these traits changes depending on personal circumstances and external factrs The traits determine how we react to different stimuli Choosing the wrong stimulus can yield to the wrong reaction spm - ©2014 adolfo villafiorita - introduction to software project management !30 Personality types Bass and Dunteman (1963) – Task-oriented * Self-sufficient, resourceful, aloof (cool and distant), introverted, not aggressive, competitive, independent * The motivation for doing the work is the work itself (intellectual challenge) – Self-oriented * Disagreeable, aggressive, competitive, introverted, jealous, dogmatic * 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. – Interaction-oriented * Not aggressive, considerate, helpful, low need for autonomy and achievement * The principal motivation is the presence and actions of co-workers. People go to work because they like to go to work. spm - ©2014 adolfo villafiorita - introduction to software project management !31 Social Styles (1/2) Dr. David W Merrill and Roger Reid 1964 TM TRACOM Group 2004 (made it a ) – Analytical * Attention to details, scarcely inclined to risk, requires time to take a decision * Need: to be right – Amiable * Loves to collaborate, team worker, does not take decision, does not like risk * Need: personal security – Driver * Intransigent, goal oriented, controlling, efficient, likes risk * Need: results – Creative/Expressive * Does not like details, ambitious, likes risks, enthusiast * Need: approval spm - ©2014 adolfo villafiorita - introduction to software project management !32 Management Styles Management Styles Autocratic: the manager takes all the decisions; sub-cases: paternalistic, permissive or directive. Persuasive: the manager convinces subordinates to do the work (still autocratic) Consultative: the manager involves the personnel in the decision process, while retaining control over the decision process Democratic: the manager allow personnel to take part in the decision process Laissez-faire and chaotic: the manager is a mentor. Employees are given complete freedom on the decisions they take. Flexibility and creativity spm - ©2014 adolfo villafiorita - introduction to software project management !34 Managerial Grid Model Robert Blake and Jane Mouton (1964) The impoverished style – Low concern for both people and production. concern for people – Goal: avoid getting into trouble. Low profile, gives little, enjoy little, try to preserve job and seniority country team high The country club style club style style – High concern for people and a low concern for production. – Goal: friendly atmosphere (in the hope it will increase production)... but not necessarily that productive. The produce or perish style – High concern for production and a low concern for people impoverished produce or low – Employee needs unimportant; they provide their employees with money and expect performance back. Managers using this style also pressure their employees through style perish style rules and punishments to achieve the company goals. The middle-of-the-road style – Managers using this style try to balance between company goals and workers' needs. By giving some concern to both people and production, managers who use low high this style hope to achieve acceptable performance. concern for production The team style – In this style, high concern is paid both to people and production. – Encourage teamwork and commitment among employees. This method relies heavily on making employees feel as a constructive part of the company. (Based on theory Y) spm - ©2014 adolfo villafiorita - introduction to software project management !35 Situational Leadership Blanchard and Hersey (1969) – There is no single management style: it depends upon the managed people – the leadership style of the leader must correspond to the development level of the follower - and it's the leader who adapts. – Styles and Commitments: * S1. Telling/Directing – high guidance and little backing/support – people with low competences and low commitment / unable and unwilling or insecure * S2. Selling/Coaching – high guidance and high backing/support – some competences, low commitment / unable but willing or motivated * S3. Supporting/Participating – little guidance and high backing/support – high competences, variable commitment / able but unwilling or insecure * S4. Delegating/Observing – little guidance and little backing/support – high competences and high commitment / able and willing or motivated spm - ©2014 adolfo villafiorita - introduction to software project management !36 Managing Communication Goals of the Unit Understanding why a good communication plan is important in a project Learning about communication styles Learning how to manage meetings spm - ©2014 adolfo villafiorita - introduction to software project management !2  Initiate Plan Execute & Close Monitor Assess Formalize Collect Close Feasibility Goals Outputs Monitor Goals, Cost and Develop Release Schedule Define Kick Off Schedule Activities Define Costs [Obtain Approval] Change Control & Configuration Management Quality Management Risk Management Human Resource Management Information Exchanged in a Project Technical information, which is necessary to carry out the work in the project Project status information, which is necessary to understand whether activities are being carried out as planned Project decisions, which are necessary to ensure the proper choices are taken and the project moves in the right direction Project action items, which are necessary to ensure the plan is implemented Project advertisement, which is necessary to ensure stakeholders are informed and engaged. spm - ©2014 adolfo villafiorita - introduction to software project management !4 Communication intended reaction said perceived Watch for: – medium (e.g., formality level) – standards/noise, culture/perception – communication style Watch for feedback (a natural error correction code! :-)) spm - ©2014 adolfo villafiorita - introduction to software project management !5 Communication Styles Individuals have different communication styles Understanding one’s communication style can help reduce the communication “noise” A common classification – Aggressive – Passive – Assertive spm - ©2014 adolfo villafiorita - introduction to software project management !6 Communication: other issues Cost of information & Information flooding (information has a cost related to its production and consumption, which is both material and emotional) Information is volatile (consider variations to previous decisions: how do I make sure everyone is informed?) Transparency (who has to be informed about a specific news? For instance: shall I tell my team that the company is about to fire people?) spm - ©2014 adolfo villafiorita - introduction to software project management !7 Planning Communication and Information Distribution Communication Planning Goal: delivering the right information to the right people at the right time. Ensure information flows effectively and efficiently in the project – Output: a document – Possibly: tools to support the implementation of the communication plan spm - ©2014 adolfo villafiorita - introduction to software project management !9 Communication Planning Different levels of detail: – Define the lines, type and time of communication * Who receives what from whom and when * How information is circulated: email, share repositories, documents, spoken – Define a distribution policy for the different types of information * Document lifecycle (DRAFT, FINAL,...) * Document distribution (internal, external) – Manage and control documents * Document repository * Document versioning * Distribution lists * Log distributed documents spm - ©2014 adolfo villafiorita - introduction to software project management !10 Some Tools Planning Communication – Project Roster: who is whom and list of contacts – RACI matrix: provides a way to understand who receives what – Document plan: list of documents which will be produced Making information available – Document repositories: Dropbox, Groupware (SharePoint),... – Email + mailing lists (however: book-keeping); information retrieval (consider you mailbox with ten revisions of the same document) – Versioning systems: they work very well with text files; a bit more complex with binary files spm - ©2014 adolfo villafiorita - introduction to software project management !11 Info Set, Example (PRINCE 2) Remarks: authorship, circulation (and control of), info-set maintenance, integration with version control systems/document management systems, validity (and the PRINCE approach) spm - ©2014 adolfo villafiorita - introduction to software project management !12 Project Structure and Communication The project structure influences how information flows in a project Example. The RACI matrix describes roles in a project and, consequently, the management and technical information flow Sheet1 WORK PACKAGE P1 P2 P3 P4 P5 P6 P7 P8 WP0. Project Management AR C C C C C C C WP1. Case Study Requirements C C C AR R C C R WP2. Network Architecture De"nition AR C C C WP3. Software Development AR R C R C WP4. Assessment and Evaluation C C R AR R R R WP5. Sustainability & Exploitation R R AR R R R R R WP6. Dissemination R R R R R AR R R spm - ©2014 adolfo villafiorita - introduction to software project management !13 Structuring Meetings The costs of meeting Intangible cost (http://www.fastcompany.com/26726/ seven-sins-deadly-meetings) – Meetings perpetuate an organization's culture and tell we are part of an organization. Boring meetings full of boring people => we work for a boring company. – Bad meetings are a source of negative messages about our company and ourselves Tangible cost – Scenario: 5 people participating to a 2 hours meeting => effort: 10 man-hours – Suppose the average hourly cost of the participants is 50 euros/hour => Cost of the meeting is 500 euros spm - ©2014 adolfo villafiorita - introduction to software project management !15 Structuring Meetings To be successful: – Check whether you can achieve the same goal in a different way – Define clearly goals and attendees – Choose a meeting structure (and make it clear) – Define an agenda – Define duration and make sure it is kept (e.g. STAND UP MEETINGS) – If possible, distribute material in advance – Keep the meeting focused; appoint a moderator – Write meeting minutes; record actions and people responsible; follow up on the minutes spm - ©2014 adolfo villafiorita - introduction to software project management !16 Types of Meetings Kick-off meeting: to launch a project of an important portion (e.g., a work package) Decision Taking meeting: to choose on a project matter (technical or managerial) Status Reporting meeting: to report on the project or on the status of a project deliverable Audit and Review meeting: to review some project outputs or the project status Brainstorming: to collect ideas spm - ©2014 adolfo villafiorita - introduction to software project management !17 Meeting Minutes Structure Coordinates: – Date and location – Attendees – Invited people that did not attend the meeting (if required) – Roles assigned (if relevant; e.g. moderator) Agenda Recap of the Discussion (if required) Actions: – ID, Action, Due Date, Responsible, WP Reference spm - ©2014 adolfo villafiorita - introduction to software project management !18