Team Work

1. Team Work • What is a team? • Building Effective Teams • Managing yourself • Team obligations • Common Team problems • Risk Management • Meeting techniques Team Work

2. What is a Team A team consists of • At least two people, who • Are working toward a common goal/objective/mission, where • Each person has been assigned specific roles or functions to perform, and where • Completion of the mission requires some form of dependency among the group members Team Work

3. Team Work • Difference from Individual Work • 50% or more Interaction with other people • 30% Individual work • 20% Non-productive activities • Jelled team • Productivity is higher than the sum of individual. Team Work

4. Team Composition • Managed Team • Appointed manager (total authority and total responsibility), the manager not necessarily functional member of the team. This type of team is typical for large project or product with many team members. • Chief Programmer Team • An authority evolves from within the team, not appointed. • Democratic Team • No leader - equal responsibility • Difficult to be effective. Team Work

5. Team Member Roles • Project manager • Development manager • Planning manager • Quality manager • Support manager Team Work

6. Team Formation • Forming - get to know each other • Storming - Struggle to understand each others ideas and ways of thinking • Norming - The project patterns and approaches are agreed upon • Performing - The realization of the project Team Work

7. Building Effective Teams • Team cohesion • The tight knitting of the team members into a unified working group that physically and emotionally acts as a unit • Challenging Goals • Specific, measurable • Tracked and the progress visibly displayed • Feedback • See the progress toward team’s goal • Distinguish personal performance from the whole team • Common Working Framework • The path to achieve the goals must be clear • Team members understand their roles and responsibilities and how to accomplish • What tasks? When? In what order? By whom? Team Work

8. The Jelled Team • Peopleware by Demarco and Lister • A jelled team is a group of people so strongly knit that the whole is greater than the sum of the parts. The production of such a team is greater than that of the same people working in unjelled form. Just as important, the enjoyment that people derive from their work is greater than what you’d expect give the nature of the work itself. Team Work

9. Managing Yourself • Being responsible • Acting Responsibly • A Failing project story • Not giving up • another story • Facing facts • Back to the failing project story • Stating the facts • A story of a lighthouse • Facts are often debatable • The Risks of Being Responsible Team Work

10. Managing Yourself • Striving for Defined Goals • Focusing on the schedule? • A story about getting funded, but with wrong product at the end. • Goals provide focus for the efforts and establish priorities • What do you want me to do? • Implicit goals • ex: quality • Clear goals Team Work

11. Managing Yourself • Living by Sound Principles • Your opinion of yourself • Who are you? You are unique with special talents and abilities. • Respect yourself and be objective - Focus on the job itself, not what other people will think about you • Your opinion of Others • Respect others is critical. • The story of Dick’s case • Your commitment to Excellence • It requires conviction, perseverance • Resist the temptation to take shortcuts, rush through a design, nor record a defect, … • Make what you do now something to be proud of Team Work

12. Teamwork Obligations • Communication among team members • Making and meeting commitments • Participation in the Team’s Activities Team Work

13. Team Communication • Communication is essential to success • There cannot be a successful team without effective communication • Listening • The best communicators are great listeners. • Five levels of listening • Ignoring • Pretending • Selective • Attentive listening ( focus on the words being said) • Empathic listening ( with the intent to understand) • Be an active listener, make sure speaker knows that you are listening • “ oh what you mean is …“ • “ In other words, you think that …” Team Work

14. Team Communication • Talking • Express your ideas as clearly as possible·  • Other team members will not know your ideas unless they are clearly expressed • Ask for feedback from your ideas • What other people understand from your words is not always what you mean • Negotiating • Adopt Win-win strategy • When problems arise, if solution is not reached by discussion, establish the problem and gathering more information may help Team Work

15. Making and meeting commitments • Responsible commitments • Team member should make responsible commitments and strive to meet them • Members must trust one another to do what they say • Commitment is an ethic that must be learned • Making commitments • Commitment must be freely assumed • The commitment is public • To make responsible commitment, you must prepare • Define and estimate the work and conclude you can do it. Team Work

16. Participation in the Team’s Activities • Do not caving in too quickly • Ask questions, have them explain to you • Supporting the holdout • Getting Attention • Story about airplane crash and the warning of the co-pilot • Paying attention • don’t be so self-sufficient • When you are in trouble, ask for and accept help • When someone is offering help, pay attention Team Work

17. Common Team Problems • Poor project management, ineffective leader • Failure to compromise or cooperate • Lack of participation • Procrastination and Lack of Confidence • Poor quality work • Function creep • Ineffective peer evaluation • Under resource estimation • Technical challenging Team Work

18. Conflict Among Team Members • Conflict is indicative of introduction of variety of ideas • Conflict management is essential to the success • Different 'approaches' to conflict management • Negotiating • Compromising         • Forcing • Avoiding • Organized confronting Team Work

19. Risk Management – Plan for uncertainty and loss • One might encounter portions that are difficult to implement • support system failure that causes delays • Product might be so defective that testing takes too long • Team might loose control over the product or product changes and spent time on constructing programs that have already been developed • Your team might not be able to work together effectively • Individuals might run into personal problems which reduced productivity Team Work

20. Setting Goals • Write down your goals • Specify how to measure these goals • If not obvious explain why these goals • Distribute goals  Team Work

21. Basic Team Goals • Team goal 1: Produce a quality product • Measure 1.1 Percent of defects found before the first compile: 80% • Measure 1.2 Number of defects found in system testing: 3 • Measure 1.3 Requirements functions included at project completion: 100% • Team goal 2: Run a productive and well-managed project • Measure 2.1 Error in estimated development hours: > 20% • Measure 2.2 Percent of data recorded and entered in project notebook: 100% • Team goal 3: Finish on time • Measure 3.1 Days early or late in completing the development cycle: < 4 Team Work

22. Team Member Goals • Goal: Plan and track all my personal work • Goal: Produce quality products • Measure: defect density found during compile: < 10/kloc • Measure: defect found during unit testing: < 5/kloc • Goal: fully use the team members’ skills and abilities • Goal: Accurately report team status every week • Goal: The team has suitable tools and methods to support its work • Goal: Perform effectively as the team’s meeting facilitator • Goal: Resolve all the issues team members bring to you Team Work

23. How to avoid procrastination? • Plan your schedule • Keep track of your schedule • Record actual time • Compare and evaluate for accuracy • Use the time-log forms Team Work

24. Meeting Techniques • Scheduling • As early as possible • Regular times • Make sure everyone can make the meetings   • Start meeting when everyone is there    • Meeting time and place have to be sufficient   • How far into the project should the team meets • Don't spend too much time meeting • Preparation • Agenda • Distribute agenda to provoke thought Team Work

25. Meeting Techniques • Procedures • Complete (or table) each agenda item before going to next • Start discussions with a presentation of currently known facts • Comments and criticism should be actively solicited from all team members (invite some controversy)  • Presenting differing idea should be encouraged    • Differing ideas should be openly discussed. The differences must be understood and advantages and disadvantages of each must be pointed out • Each person must leave the meeting with something specific to do before the next meeting, that is action item Team Work