Student Startup Sequence CSE 403 � Verify network � Test student connection submissions Lecture 4 � Rotate to Landscape � Draw something mode here � Start Presenter 2.0 Software Teams � Maximize Application � Role-> Student � Select All � Connect-> Classroom 1 � Send Selection Announcements Lecture Recap � Reading Assignment � Team Size � Mythical Man Month, Chapters 4-6 � Read Chapter 4 before Wednesday � Recommended book (if you find this Communication Time stuff interesting) � Rapid development � Steve McConnell Workforce Workforce Draw an O(n) communication O(n 2 ) Communication graph graph � Support full communication in team of size n 1
Team structure Software development teams � Many different models � Brooks � Surgeon team Chief Programmer Copilot Administrator Program clerk Editor Secretary Toolsmith Language Lawyer Tester Secretary Team Construction Chief programmer team Class Exercise � Key points � Select six individuals from the list to form a software team � Technical leadership � Technical lead has direct development � The product is a homework responsibilities management and grading system � Pick a team that will maximize your PM Dev Lead chances of project success � Budget constraints limit your choices Dev Test Test/Build Doc/UI Choose 6 Team members, at most 2 A’s, and at least 1 C Attributes Job Comm Prog Tech Char Cong Rel 1 to 5 scale Main factors in your choices: 1 PM A 5 1 1 5 4 4 2 PM B 4 2 2 4 3 4 � Job Class: PM, Developer, Test 3 PM B 4 2 3 3 5 3 � Cost: A, B, C 4 PM C 3 2 2 3 3 3 � Job Class specific 5 Dev A 2 5 4 1 1 3 6 Dev A 3 4 3 4 4 3 � Communication (PM) 7 Dev A 1 4 4 2 3 5 � Programming Ability (Dev) 8 Dev B 2 4 3 2 2 3 � Technology Understanding (Test) 9 Dev B 3 3 3 3 4 4 � General 10 Dev C 2 3 3 2 4 1 � Charisma (Leadership, External interactions) 11 Dev C 2 3 2 1 2 4 � Congeniality (Getting along with team members) 12 Test A 3 3 5 5 4 5 � Reliability 13 Test B 2 3 4 3 3 3 14 Test B 3 2 4 1 4 4 15 Test C 2 2 3 3 2 3 2
What makes a successful Successful software teams team? � Studies show a 10 to 1 difference in � Shared, elevating vision � Mutual trust or goal productivity of programmers � Interdependence � Team identity among team members � Equal differences observed in � Results driven structure � Effective communication productivity of teams � Competent team � Sense of autonomy � Substantial differences observed in members � Sense of empowerment performances of teams even when the � Commitment to the � Small team size strength of the programmers is team � High level of enjoyment equivalent Team building Motivation � Team members derive satisfaction from � Motivation is undoubtedly the single the team’s accomplishments greatest influence on how well people perform. Most productivity studies � Important to both have found that motivation has a � Reward the team’s success stronger influence on productivity than � Maintain individual accountability any other factor. (Boehm 1981) Select the five most important motivation factors List three important motivation factors Achievement Achievement Achievement Recognition Recognition Recognition Work itself Work itself Work itself Advancement Advancement Advancement Salary Salary Salary Possibility for growth Possibility for growth Possibility for growth Interpersonal relationships, Interpersonal relationships, Interpersonal relationships, subordinate subordinate subordinate Status Status Status Interpersonal relationships, Interpersonal relationships, Interpersonal relationships, superior superior superior Interpersonal relationships, Interpersonal relationships, Interpersonal relationships, peers peers peers Technical-supervision Technical-supervision Technical-supervision opportunities opportunities opportunities Company policies Company policies Company policies Working conditions Working conditions Working conditions Personal life Personal life Personal life Job security Job security Job security Responsibility Responsibility Responsibility 3
Top five motivation factors Top five motivation factors � Achievement � Opportunity to focus on the work itself � Ownership � Reduce administration � Goal setting � Possibility for Growth � Remove obstacles � Work itself � Personal life � Skill variety � Technical-supervision opportunity � Task identity � Task significance � Assign each developer to be technical lead � Autonomy for some particular product area � Job feedback How not to manage: Morale killers Student Project Teams � Management manipulation � I’ve observed a high success rate � Excessive scheduling pressure � But failures happen . . . � Lack of appreciation for team member’s efforts � Inappropriate involvement of technically inept management � Not involving team members in decisions that affect them � Productivity barriers � Low quality � Heavy handed motivation campaigns � Frequent changes in direction 4
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