1 What makes a successful Successful software teams team? Studies - PDF document

Why teams? CSE 403 Lecture 9 Project teams Team size Team structure � Many different models � Bigger is better � Smaller is better Software development teams Chief programmer team � Key points � Brooks � Surgeon team � Technical leadership � Technical lead has direct development Chief Programmer responsibilities Copilot Administrator PM Dev Lead Program clerk Editor Secretary Toolsmith Language Lawyer Tester Secretary Dev Test Test/Build Doc/ UI 1

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) Rest of the table What motivates developers? (Boehm 1981) Programmer Analysts Managers of Programmers General Population Programmer Analysts Managers of General Population Programmers Recognition Advancement Interpersonal relations, Achievement Responsibility Achievement subordinates Salary Salary Status Possibility for growth Achievement Recognition Responsibility Interpersonal relations, Interpersonal relations, Work itself Work itself Work itself superiors superiors Interpersonal relations, Company policies and Interpersonal relations, Personal life Recognition Responsibility superiors administration peers Technical supervision Possibility for growth Advancement Job security Job security Technical supervision Interpersonal relations, Technical supervision Company policies and Advancement Interpersonal relations, Salary subordinate administration subordinates Company policies and Status Working conditions Interpersonal relations, Interpersonal relations, Possibility for growth administration peers peers Working conditions Personal life Personal lift Status Working conditions Job security 2

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 Management manipulation � Excessive scheduling pressure � 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 � 3