People management
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Some slides on people management: why managing people in the software development lifecycle, how to manage people and how to choose team members of a project.
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People management
- 1. PEOPLE MANAGEMENT Fabio Palomba lunedì 8 ottobre 12
- 2. How managing people Why managing people Choosing and keeping people lunedì 8 ottobre 12
- 3. Motivation Skills RelationalSkills People management is a cross-cutting activity WHAT’S PEOPLE MANAGEMENT? lunedì 8 ottobre 12
- 4. Motivation Skills RelationalSkills People management is a cross-cutting activity WHAT’S PEOPLE MANAGEMENT? PSYCHOLOGY lunedì 8 ottobre 12
- 5. Motivation Skills RelationalSkills People management is a cross-cutting activity WHAT’S PEOPLE MANAGEMENT? PSYCHOLOGY SOFTW ARE ENGINEERING lunedì 8 ottobre 12
- 6. “All management is people management.” WHY MANAGING PEOPLE? “A company is only as good as the people it keeps.” “The only way to get people to like working hard is to motivate them. Today, people must understand why they're working hard. Every individual in an organization is motivated by something different.” lunedì 8 ottobre 12
- 7. THE THREE DIMENSIONS OF PEOPLE Motivation Skills RelationalSkills lunedì 8 ottobre 12
- 8. THE THREE DIMENSIONS OF PEOPLE Motivation Skills RelationalSkills lunedì 8 ottobre 12
- 9. MOTIVATION How managing people Esteem needs Social needs Safety needs Physiological needs Motivating people is the most important role of a manager Human Needs Hierarchy Motivated people work better! lunedì 8 ottobre 12
- 10. Impact of People Management Practices on Business Performance [Patterson et al.] The impact of strategical human resource management on Organizational Performance [Caliskan] There’s an huge impact of people management on the success of a project MOTIVATION How managing people lunedì 8 ottobre 12
- 11. MOTIVATION How managing people Esteem needs Social needs Safety needs Physiological needs Motivations depend on satisfying needs It can be assumed that physiological and safety needs are satisfied Social, esteem and self-realization are most significant from a managerial viewpoint lunedì 8 ottobre 12
- 12. Esteem needs Social needs Safety needs Physiological needs MOTIVATION How managing people Social needs Provide communal facilities Allow informal communications Esteem needs Recognition of achievements Appropriate rewards Self-realization needs People want to learn more Responsability lunedì 8 ottobre 12
- 13. MOTIVATION How managing people Listen, listen, listen... Rethink, review, and reward Be fair Be flexible Focus only on solutions and not on problems Rid your mind of the word “manager” and replace it with “leader” Scorn in private, praise in public Include your team in key management decisions lunedì 8 ottobre 12
- 14. Motivation Skills RelationalSkills THE THREE DIMENSIONS OF PEOPLE lunedì 8 ottobre 12
- 15. Motivation Skills RelationalSkills THE THREE DIMENSIONS OF PEOPLE lunedì 8 ottobre 12
- 16. RELATIONAL SKILLS Choosing and keeping people Task oriented Interaction oriented Self oriented lunedì 8 ottobre 12
- 17. RELATIONAL SKILLS Choosing and keeping people Task oriented The motivation for doing the work is the work itself lunedì 8 ottobre 12
- 18. RELATIONAL SKILLS Choosing and keeping people Interaction oriented The principal motivation is the presence and actions of co-workers. People go to work because they like to go to work lunedì 8 ottobre 12
- 19. RELATIONAL SKILLS Choosing and keeping people Self 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. lunedì 8 ottobre 12
- 20. Group composed of members who share the same motivation can be problematic! Task-oriented - everyone wants to do their own thing Self-oriented - everyone wants to be the boss Interaction-oriented - too much chatting, not enough work An effective group has a balance of all types (can be difficult to achieve because most engineers are task-oriented) RELATIONAL SKILLS Choosing and keeping people lunedì 8 ottobre 12
- 21. OTHER ISSUES... Group leadership, organization, communication... lunedì 8 ottobre 12
- 22. GROUP LEADERSHIP How to choose a good leader? There may be both a technical and an administrative leader Democratic leadership is more effective than autocratic leadership A career path based on technical competence should be supported lunedì 8 ottobre 12
- 23. Sex composition and Leadership in Small Groups [Eskilson et al.] GROUP LEADERSHIP How to choose a good leader? Group leadership W oman leadership lunedì 8 ottobre 12
- 24. GROUP ORGANIZATION Types Democratic Decentralised Controlled Centralised Controlled Decentralised No permanent leader Horizontal communication A leader coordinates the activities Horizontal communication Collective decisions High level decisions and coordination made by the leader Vertical communication lunedì 8 ottobre 12
- 25. GROUP ORGANIZATION Democratic team organization The group acts as a whole and comes to a consensus on decisions affecting the system The group leader serves as the external interface of the group but does not allocate specific work items Rather, work is discussed by the group as a whole and tasks are allocated according to ability and experience This approach is successful for groups where all members are experienced and competent lunedì 8 ottobre 12
- 26. GROUP ORGANIZATION Extreme programming In extreme programming groups, some ‘management’ decisions are devolved to group members Programmers work in pairs and take a collective responsibility for code that is developed lunedì 8 ottobre 12
- 27. GROUP ORGANIZATION Chief programmer teams Specialist pool Chief programmer team Outside communications Consist of a kernel of specialists helped by others added to the project as required The motivation behind their development is the wide difference in ability in different programmers Chief programmer teams provide a supporting environment for very able programmers to be responsible for most of the system development lunedì 8 ottobre 12
- 28. GROUP ORGANIZATION Chief programmer teams Specialist pool Chief programmer team Outside communications Consist of a kernel of specialists helped by others added to the project as required The motivation behind their development is the wide difference in ability in different programmers Chief programmer teams provide a supporting environment for very able programmers to be responsible for most of the system development lunedì 8 ottobre 12
- 29. GROUP COMMUNICATION Types Formal and impersonal strategies Based on documents, software artefacts, project checkpoints, etc. Formal and inter-personal procedures Based on Software Quality Assurance, review meetings, audits, software inspections Informal and inter-personal procedures Group meeting to disseminate information, to solve problems, to identify requirements, and to assign tasks Electronic communications Inter-personal network Informal discussion with team members and external people with greater experience or who can provide a different viewpoint lunedì 8 ottobre 12
- 30. GROUP COMMUNICATION Factors of influence Communication channel Sexual composition of group Personalities in groups Status of group member lunedì 8 ottobre 12
- 31. TO DO... Social events Group identity lunedì 8 ottobre 12
- 32. TO DO... Group members tend to be loyal to cohesive groups 'Groupthink' is preservation of group irrespective of technical or organizational considerations Management should act positively to avoid groupthink by forcing external involvement with each group lunedì 8 ottobre 12
- 33. PEOPLE CAPABILITY MATURITY MODEL Optimizing Repeatable Initial Defined Managed Instill basic discipline into workforce activities Identify primary competencies and align workforce activities with them Quantitatively manage organizational growthin workforce capabilities and establish competency- based teams Continuously improve methods for developing personal and organizational competence lunedì 8 ottobre 12
- 34. Thank you! Questions and/or comments Fabio Palomba 0522500157 fabio.palomba.89@gmail.com lunedì 8 ottobre 12