Spm unit5 2019 pdf - Lecture notes 1 PDF

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Software Project Management UNIT-VUNIT V STAFFING IN SOFTWARE PROJECTS 9Managing people – Organizational behavior – Best methods of staff selection – Motivation – The Oldham-Hackman job characteristic model – Ethical and Programmed concerns – Working in teams – Decision making – Team structures – Vi...

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Software Project Management UNIT-V

UNIT V

STAFFING IN SOFTWARE PROJECTS

9

Managing people – Organizational behavior – Best methods of staff selection – Motivation – The Oldham-Hackman job characteristic model – Ethical and Programmed concerns – Working in teams – Decision making – Team structures – Virtual teams – Communications genres – Communication plans.

--------------------------------------------------------------------------------------------------Part B 1. (i) Write short notes on the following Oldham-Hackman Job characteristic model. (April-may 2018) [ APR/MAY 2012, NOV/DEC 2013,APRIL 2014, APR/MAY 2015] (June-2017),

(Nov/DEC 2017)(Nov/dec 2019) (ii) Write about Stress and its significance in IT projects. [APR/MAY 2012]

2. How to deal with ethical And professional concerns in software project management.(16)(April-may 2018) 3. Explain the different ways of decision making. [NOV/DEC 2017,NOV/DEC 2012, APRIL 2014, NOV/DEC 2014]

4. Explain how new staff can be selected and inducted into a project. (8) (May - 2013)(Nov -2011)(8)(June – 2014)(June-2017) 5. Explain the stages of recruitment process(Apr/may2019) 6. Explain to improve group performance. (Page. No.:265) (Nov -2011)(8) (JUNE-2017) 7.

(i) Give an example for becoming a team, team development and explain working within groups with example. [NOV/DEC 2012, APR/MAY 2015] APR/MAY 2019] 8. Explain the role of team in decision making and explain how to reduce the problem in group decision making. [NOV/DEC 2012, APRIL 2014, NOV/DEC 2014] APR/MAY 2019] 9. Explain leadership and leadership models. (or) Functions of a leader [ NOV/DEC 2013, APR/MAY 2015] 10. (i) List down the methods for improving motivation. [NOV/DEC 2014, APR/MAY 2015] APR/MAY 2019] (ii) How to develop healthy and safety project. [NOV/DEC 2014]

11. For the outline bus ticket reservation system project, (Nov/dec 2019) 1.Estimate the cost using COCOMO model 2.What are the risks involved? 3.Draw the Gantt char for the project. ---------------------------------------------------------------------------------------------------------------------

1.Managing People In Software Environments 4 main concerns:  Staff Selection  Staff Development  Staff Motivation  Well-being Staff during course of project 10 PM Skills

 1. Recruiting individuals  References or media Ads  What is looked at interviews?  Attitude  Presentation ability - GD/Interview  English Language Skill ( Oral and Written) GD/Interview/Aptitude  Listening Ability - GD/Interview  Ability to work in a team – GD  Technical capability – Tech test / Interview  2. Selecting a team  Correct mix of people with working chemistry  Sizing the team ( with no.)  Correct mix of tech team ( SME, DBA,Tech experts and even CAs)  3. Team building  No ‗Yes man‘ – No constructive criticisms / No new idea  No ‗arguer‘ – arguing for the sake of it – wasting time/ energy  Mix of  Introverts  Extroverts  Thinkers  Feelers  Intuitive and sensing personalities  Understanding Behavior  4. Caring for the team  SW project revolves around human beings  Emotions, worries about career, personal life style, social status  Have career growth path plan for everyone  Recommend loans for car, house, personal expenses etc  Retain Good people with the project / Organisation  5. Interaction and Communication  SW project involves intelligent people  Keep them informed  Keep the peers , customers and top mgmt informed  Periodic review meetings, regular progress reports, Flash reports etc  6. Effective Meetings  Planned meetings  Well defined Agenda  Moderated effectively ( conflict resolution)  Purpose of the meeting is to achieve a ‗goal‘  7. Leadership  Must have a vision ( dream)  Make others also to dream that vision  Trust his /her team  Caring for the team e.g health of his staff  8. Negotiation skill

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 Convincing his team on matters he believes  Resolution of conflicts  Not allowing ‗politics‘ to creep in  9. Presentation Skills (written and oral)  PM has to deal with many, officially (peers, team, senior managers, Sponsors, Customers at various levels , sub contractors etc.)  Good, simple, business English, speaking - writing  sense of graphic design  ability to understand and convey numbers (statistics)  10. Appraisals  It is only very human, that some people perform very well and some others average.  The system to identity and differentiate the two groups of people is "Appraisals".  "Continuous appraisal methods" are far more accurate than once a year/period appraisals.  Appraisals always lead to rewards ! Identify the handling of people  2 approach: POSITIVIST APPROACH:  Tends to be objective and empirical Seeks causes for behaviour Conduct studies that can be generalised to larger populations INTERPRETIVIST METHODOLOGY

 More qualitative Based on smaller samples View each consumption situation as unique and non-predictive Look for common patterns across consumption situations

2.Organizational Behavior  Fredrick Taylor attempted to analyze the most productive way of doing manual tasks.  Taylor‘s three basic objectives 1. To select the best man for the job. 2. To instruct them in the best methods. 3. To give incentives in the form of higher wages to the best workers.  The conditions under which the staff worked also affects productivity.  OB researchers discovered that the state of the minds of the people influenced productivity. Understand people - 2 categories • First category – Has innate dislike for work – Need coercion, direction and control and – Tend to avoid responsibility • Action

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– Need good Manager to constantly observe, direct, control and get the work done. Second category – Work is natural (like play, enjoy) – Control, coercion and direction comes from themselves (self-motivated) – Believes commitment to work  results in self satisfactions and rewards come automatically. – Seeking responsibility is a natural process – Creativity in work  improves organisation‘s work culture

Theory X  The average human has an innate dislike of work  There is a need therefore for coercion, direction and control  People tend to avoid responsibility Theory Y  Work is as natural as rest or play  External control and coercion are not the only ways of bringing about effort directed towards an organization‘s end  Commitment to objectives is a function of the rewards associated with their achievement  The average human can learn to accept and further seek responsibility  The capacity to exercise imagination and other creative qualities is widely distributed.

3.SELECTING RIGHT PERSON FOR THE JOB There is no perfect answer, but the interview process can be a tremendous help if you use it effectively. In order, the key steps to finding the right person to fill a position in your company include:  Determining your need to hire a new employee.  Conducting a thorough job analysis.  Writing a job description and job specification for the position based on the job analysis.  Determining the salary for the position, based on internal and external equity.  Deciding where and how to find qualified applicants.  Collecting and reviewing a fair amount of applications and resumes and then selecting the most qualified candidates for further consideration.  Interviewing the most qualified candidates for the position, based on the job's description and specification.  Checking references. Hiring the best person for the job General approach for the recruitment process It is the process of identifying the sources for prospective candidates and to stimulate them to apply for the jobs. In other words, recruitment is the generating of applications or applicants for specific positions. It is the process of attracting potential employees to the company.

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Recruitment is an organizational responsibility, the person recruited, over a period of time, work in many different parts of the organization. Project leaders have little choice about the people who will make up their team Eligible candidates have a CV which shows for example the right number of years in some previous post and right paper qualifications. Suitable candidates can actually do the job well.

A general approach might be following.  Create a job specification: Formally or informally the recruitments of the job, including the types of task to be carried out should be documented and agreed.  Create a job holder profile: A profile of the person needed to be constructed. The qualities, qualifications, education and experience required would be listed.  Obtain applicants: An Advertisement would be placed. To Identify the medium most likely to reach the largest number of potential applicants at least cost is needed. By giving salary, location, job scope and any essential qualifications, the applicant will be limited to the more realistic candidates.  Examine CVs: Read carefully and campare the job holder profile  Interviews: Selection technique includes aptitude tests, personality tests and the examination of samples of previous work. Interviews are the most commonly used method. More than one interview session-not more than two interviewers-formal scoring system  Other procedures: References will need to be taken and a medical examination may be needed.

---------------------------------------------------------------------------------------------------4.MOTIVATION Motivation is defined as a driving force that initiates and directs human behavior and empowers one to set targets and successfully achieve the goal. Models of motivation The various models of motivation are:  The Taylorist model  Maslow‘s hierarchy of needs  Herzberg‘s two-factor theory  The expectancy theory of motivation The Taylorist model: Taylor had a simple view about what motivated people at work - money. He felt that workers should get a fair day's pay for a fair day's work, and that pay should be linked to the amount produced (e.g. piece-rates). Workers who did not deliver a fair day's work would be paid less (or nothing). Workers who did more than a fair day's work (e.g. exceeded the target) would be paid more. The implications of Taylor's theory for managing behavior at work were:  The main form of motivation is high wages, linked to output  A manager's job is to tell employees what to do

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A worker's job is to do what they are told and get paid accordingly

Weaknesses in Taylor's Approach:  The most obvious weakness in Taylor's approach is that it ignores the many differences between people. There is no guarantee that a "best way" will suit everyone.  Secondly, whilst money is an important motivation at work for many people, it isn't for everyone. Taylor overlooked the fact that people work for reasons other than financial reward. Maslow’s hierarchy of needs The basic human needs placed by Maslow in an ascending order of importance are: 1. Physiological Needs These are the basic needs for sustaining human life itself, such as food, water, warmth, shelter, and sleep. Maslow felt that until these needs are satisfied to the degree necessary to maintain life, other needs will not motivate people. 2. Security or Safety Needs These are the needs to be free of physical danger and of the fear of losing a job property, food, or shelter. 3. Affiliation or Social Needs Since people are social beings; they need to belong, to be accepted by others. It includes friendship, the need to love and be loved, socializing, etc. 4. Esteem Needs Once people begin to satisfy their need to belong; they tend to want to be held in esteem both by themselves and by others. This kind of need produces such satisfactions as respect, power, prestige, status, and self-confidence. 5. Self-actualizationNeeds This as the highest need in the hierarchy. It is the desire to become what one is capable of becoming—to fully realizes one's potential and to accomplish what one is capable of achieving.

Herzberg’s two-factor theory: Job satisfaction by Herzberg and his associates found two sets of factors about a job:  Hygiene or maintenance factors, which can make you dissatisfied if they are not right for example the level of pay or the working conditions  Motivators, which make you, feel that the job is worthwhile, like a sense of achievement or the challenge of the work itself.

The expectancy theory of motivation It identifies three influences on motivation  Expectancy: the belief that working harder will lead to a better performances  Instrumentality: the belief that better performance will be rewarded  Valence: of the resulting reward.

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Even if any one factor is zero then it removes the entire motivation ( example) – Third party sw-bug-no source- Zero expectancy – Your sw comes up well- customer picks diff sw – zero instrumentality – Your sw comes up well-all in yr co appreciates- customer blames or does not pay – Zero perceived value

5.Oldham-Hackman job characteristic model Oldham and Hackman suggest that the satisfaction that the job gives is based on 5 factors. They are  Skill variety: - the number of different skills that the job holder has the opportunity to exercise.  Task identity: - the degree to which your work and its results are identifiable as belonging to you.  Task significance: - the degree to which your job has an influence on others  Autonomy: - the discretion you have about the way you to the job.

 Feedback: - the information you get back about results of your work. Methods of improving motivation  Set specific goal: These goals need to be demanding and yet acceptable to staff. Involving staff in the setting goal helps to gain acceptance for them  Provide feedback :Not only do goals have to be set but staff need regular feedback about how they are progressing  Consider job design: Jobs can be altered to make them more interesting and give staff more feeling of responsibility.

Various measurements of job design: Simplification of Job: In job simplification jobs are broken in to very small parts as in assembly line operations and work can be done by same individual repeatedly and it will increase productivity and proficiency of individual. Job Enlargement: Job enlargement expands job horizontally. It increases job scope; that is, it increases the number of different operations required in a job and the frequency with which the job cycle is repeated. By increasing the number of tasks an individual performs, job enlargement, increases the job scope, or job diversity.

Job Rotation: Job rotation is the systematic and planned rotation of individuals in predetermined jobs (other than their own) so they can gain additional knowledge or skills. It is done quite a bit for developing managers (because they need to be familiar with operations overall) and also used with others who want to advance to a new role or become more knowledgeable in their current job role.

Job Enrichment: The job holder carries out that are normally done at a managerial or supervisory level. With programmers in a maintenance team they may given authority to accept requests for changes that involve then five day‘s work without the need for their manager‘s approval. It is different from job enlargement (which focuses on increasing the number of tasks a job holder is responsible for performing more work /tasks to do).

6.Causes of stress encountered in projects. Stress can be caused by role ambiguity and role conflict.  Stress can be caused by role ambiguity when staff do not have a clear idea of the objectives that their work is supposed to be fulfilling, what is expected of them by othes and precise scope of their responsibilities  Role conflict can also heighten stress. This is where the person is torn between the demands of two different roles. The parent of young children might be torn between the need to look after a sick child and the need to attend an important meeting to win new business.

7. Working in groups --Becoming a Team Important characteristics of a good team • • • • •

Software job cannot be executed by an individual. Always a team work. These teams can be of two categories. Formal, – hierarchical management structure, based on department . Informal ‗Task groups‘, – To carry out a specific task. – Team members are drawn from various departments. – Once the task is completed, the team is dismantled.

By teams we usually mean groups of people who are working together. A team is created to carry out a joint assignment. The important characteristics of a good team are  Everyone participates actively and positively in meetings and projects.  Team goals are understood by everyone.  Individual members have thought hard about creative solutions to the problem.  Members are carefully listened to and receive thoughtful feedback.  Everyone takes initiative to get things done.  Each teammate trusts the judgment of the others.  The team is willing to take risks.  Everyone is supportive of the project and of others.  There is plenty of communication between team members.  Team decisions are made using organized, logical methods.  Full team acceptance is expected as decisions are made.  Dissenting opinions are recorded, and may be revisited if future situations dictate.  Team goals are given realistic time frames.

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Everyone is focused on the ultimate goal of the project, while also digging into the underlying details.

Various stages of development of a team  Forming: The members are the group get to know each other and try to set up some ground rules about behavior  Storming: Conflicts arise as various members of the group try to exert leadership and the group‘s methods of operation are being established  Norming: conflicts are largely settled and feeling of group identity emerges  Performing: The emphasis is now on the tasks at hand.  Adjourning: the group disbands  Storming: The Second Stage of Group Development When group members get to know each other better, the storming stage begins. Each group member is wondering whether or not he or she will be respected and this plays out in competition, tension and disunity. Relationships become strained and differences become uncomfortable. The leader is challenged for control. Some issues that must be resolved in order to move on to the next stage are those of autonomy vs. control, support vs. communication and the amount of influence and decision-making that any group member might have. Left unaddressed, the work group can become angry, hostile, and unproductive. Characteristics of the Storming Stage Competition Strained relationships Leader is challenged Tension and disunity Differences are uncomfortable Issues of autonomy vs. control, support vs. competition, influence, decision-making

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Team personalities • • • •

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Chair (co-ordinator): – Good at running meetings, being calm, strong and tolerant Plant: – Good at generating ideas and potential solutions to problems Evaluator: – Good at evaluating ideas and potential solutions and select the best one Shaper: – Good at identifying important issues, well in advance, and directs team attention to it. Team worker (Implementor): – Good at creating a tension free work environment (i.e. jollying people along) Resource investigator: – Good at locating the best resources and collecting proper information

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Finisher: – Good at completing and smoothly finishing the task Company worker: – Good at team playing and willing to undertake less attractive tasks if they are needed for the team‘s success. Specialist: – Good at technology and its application to projects.

8. Decision making • • • •

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Decision makings are generally of two types. Structured – – Routine decision where a rule can be applied in a straight forward way Unstructured – – Complex and requires creativity Decisions are ...