TMP3413

Software
Engineering Lab

Lecture 02:
The Logic of the Team
Software Process
Management Styles
The principal management styles have been:

Frederick Taylor Peter Drucker

Body Management Task Management Knowledge management

People as oxen that must be
driven, directed, and
motivated through fear.
People as machines. People as individuals. The
Management knows the knowledge worker knows the
best way to get the work best way to get the work done.
done. The workers follow. Management motivates, leads,
and coaches.
Knowledge Work
The key rule in managing knowledge work is this:
managers can’t manage it, the workers must
manage themselves.

 Software development is knowledge work. Watts Humphrey,

To manage software work, developers must

creator of TSP

 be motivated
 make accurate plans
 negotiate commitments
 track their plans
 manage quality

 How is this accomplished?

 Working in Teams
“There is something magical about an
effective team.
It has an ethic, an attitude, and an energy
that permeate everything it does.
The teammates support one another. They
intuitively know when and how to help.
They rally around at just the right time.
The members are part of a common effort.
They have a sense of belonging and a
feeling of camaraderie.”

Watts Humphrey,
creator of TSP
Team Success
or Failure?
A team‟s success or
failure is often
attributable to their
ability to work as a
team.
 Technical issues are generally not as important to
team success as non-technical issues or
“people” issues.
 People issues are often caused by non-technical
issues that produce frustration, anger, and
dysfunctional behaviors that are disruptive to the
team.
Key Non-technical Issues
 Some key non-technical issues that affect teams are
poor leadership
 non-supportive work environment
 lack of clear or shared understanding of individual
responsibilities
 no goals or priorities
 forced commitments
 undefined or unplanned approach to the work
 unrealistic expectations
 lack of discipline or commitment

 When these issues are not addressed by the team or

management, team performance suffers.
How Successful Teams Evolve
 The ability of a team to effectively work together
develops over time.

 Teams generally begin with diverse goals

 no clear sense of responsibilities
 vague ideas of the product to be built
 different approaches to the work

 In time, team members may converge on a common

understanding of these factors.

 Then, they are able to achieve their best performance.

Requirements of Team Members
 Skilled team members are also a key attribute
of an effective team, but technical skill alone
is not enough.
 Teamwork also requires personal discipline
because the work:
 is interdependent, and involves shared
commitment

 Personal
discipline means that all team
members understand their own abilities and
can make realistic commitments.
Why Project Fail?
 Generallybecause of teamwork problems
and not technical issues.

The success or failure of a project is seldom

due to technical issues. You almost never
find yourself asking „has the state of the art
advanced far enough so that this program
can be written?

Watts Humphrey,
creator of TSP
Handling Pressure
 Pressure : something that
you feel
 Example:
You may need to do a task whether or not
you think you can do it. The greater the need
and the more doubt you have about your ability
to do the task, the greater the pressure.
 We have the power to manage the pressure
but we need to find the source of pressure and
figure out on how to deal with it.
1. Common Team Problems
 Ineffective
Leadership
Without effective leadership, teams
generally have trouble sticking to their plans
and maintaining personal discipline.

Most of us need to develop our leadership

skills and to get practice using them.
2. Failure to Compromise or Cooperate
 Occasionally one or more team members
may not be willing or able to work
cooperatively with the team.
 Peer pressure can often resolve such
problems, but if a person continues to be
intractable you should discuss the problem
with your instructor.
3. Lack of Participation
 Team members have different skills and abilities
as well as different motivation, energy and levels
of commitment.
 This means that every member makes a different
level of contribution to the team‟s performance.
 Although some degree of variation in
participation is normal, it is important that all
team members strive to meet the team‟s goals.
 If it becomes clear that someone is not making a
serious effort, team spirit generally suffers.
4. Procrastination and Lack of Confidence

 Some teams do not set deadlines or establish

goals and milestones. Others set deadlines they
never meet.
 Such teams generally don‟t track
performance and often fail to make decisions
in a timely or logically way.
5. Poor Quality
 Quality problems can some from many
sources.
 Examples: superficial requirements inspection,
a poorly documented design or sloppy
implementation practices.
 When teams do not use personal reviews or
team inspections, they usually have quality
problems, resulting in extensive testing,
delayed schedules, long hours and an
unsatisfactory final product.
6. Function Creep
 During product design and implementation,
engineers often see ways to improve their
product.
 This problem is particularly difficult because
there is no clear dividing line between the
functions that stem from interpretations of the
requirements and those that true additions to
the requirements.
7. Ineffective Peer Evaluation
 Experience has shown that peer evaluation
can be invaluable for student teams.
 However, students are often reluctant to grade
their teammates and rarely do so with
complete candor.
 As a result, students often feel that the grading
in team courses is not entirely fair, particularly
to the highly motivated students.
 This perception can cause competition among
team members and can reduce the willingness
of team members to fully cooperate.
What is a Team?

There are many definitions of teams:

 A team consists of:
i. at least two people, who are working toward
a common oal/objective/mission, where
ii. each person has been assigned specific roles
or functions to perform, and where
iii. completion of the mission requires some form
of dependency among the group members
Team Size
 Teams can be of almost any size from two
to dozens or even hundreds of people.
 In practical situations, however, teams are
most effective when they develop close
relationships among all the members.
Basic Teamwork Conditions
 Three basic conditions:
i. The task to be done are clear and distinct
ii. The team is clearly identified (know the
scope of the group, who is in it and who is
not)
iii. The team has control over its tasks:
members know what to do, how to do it,
when to do it and when they are finished.
Building Effective Teams

Team cohesion
 Cohesion refers to the tight knitting of the
team members into a unified working
group that physically and emotionally
acts as a unit
Challenging Goals
 Goals are also a critical element of
the jelled team.
 First, these goals must be specific and
measurable
 Students show that teams that have
measurable goals are consistently
more effective than those that do not
Feedback
 Goal tracking and feedback are
critically important
 Effective teams are aware of their
performance and can see the
progress they are making toward their
goals.
 The team members must able to be
able to distinguish their personal
performance from that of the team as
a whole.
How Teams Develop
 Teams don‟t just happen
 They generally develop over time
 This development happen by luck or it can
result from a conscious team-building
process
 At the outset, most teams start with
individuals who have diverse goals.
How TSP Builds Teams
Goals:
 As teams begin, they first define and
accept a set of common goals.
Roles:
 Immediately after goals, the next issue
is responsibilities. How can teams get
all members to assume responsibility
for their parts of the job.
Plans:
 After the team agrees on its goals and roles, it next
agrees on a strategy for achieving these goals.
 The first decision is how to divide the total job into
parts for the various development cycles.
Communication:
 The most common team problem is poor
communication among the members. When team
members do not know the status of one another‟s
work, they cannot coordinate their work.
 So that all members need to define the roles, so
that the team members can communicate crisply
and concisely.
External Communication
 An important form of team communication
occurs between the team and other parties,
such as management or the instructor
PROJECT’S GROUP FORMATION
 Submit your group detail:
 Group Name
 Group Members
 Project Title
 Email the detail to jnurfauza@gmail.com
before 30/9/2015 (Wed)