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•Softwaredevelopmentandmaintenanceisacomplextask:–Specificdetails.–Unexpectedcircumstances.•Tosucceed,managerhastotakeinmind:–People–Process–Tools–Measurements•Discardinganyoneoftheprevious4,willleadtoaproblemintheproject.•Goodmanagementofpeoplewillleadtoasuccessfulproject.•Theprojectteamisculturalentity:youimprovetheirskillsandculture.•Theprojectitselfisculturalevent:youputtheminarealcircumstances.•Partofmanagementisimprovingeveryteammember.1.1Managingprojectculture•Anyprojectbeginsfromanideafromthetopmanagers,users,oranyotherpeople.•Theroleofmanagerandtheteamistomakethisideatobeacompleteupandrunningproject.•Theroleofthemanageroftheteamistoimprovetheteammembers,theprocessandthetoolsusedtobuildtheproject.•Everyprojecthasitsowncircumstancesanditsownculture.•Projectmanagerhastounderstandeveryprojectcultureinordertousepeopleandtoolstomakeagoodprocesstodeveloptheproject.•Stepsforthat:–Understandorganizationalstructure.–Understandeachpersonintheprojectandhisbackground:toputhiminthesuitableplaceintheproject.–Matchculturalandengineeringrolestopeople.–Monitorthewholeprocess•Understandtheorganizationalstructure:–Projectcultureisinfluencedbytheorganizationalstructure.–Understandingcultureofyourorganizationmayinvolveaskingsomequestions:•Howprojectsnormallyproceedinthisorganization.•Areprojecttypicallysuccessful.•Howdosoftwareengineersdealwithprojects.•Howsoftwareengineersdealwithschedules,CASEtools,measurements,andotherthings.•Whatdifficultiesdoyoufacewiththefourbuildingblocksofsoftwareprojectmanagement.•Understandeachteammember:–Teammembersusuallycomefromdifferentcultures,soyouhavetounderstandeachone.(differentbackgrounds,generationandexperience).–Toassesthesedifferentfactors,youhavetoraiseupthesequestionsforeverymember:•Whattypeofhiseducationalbackground.•Howmuchhisexperience.•Whatishisgeneration.•Trytoknowabouthispersonallife.•Whatarethestrengthsandweaknesspointsofthisperson.•Determiningthepreviousinformationofeverymemberintheteam,willleadyoutomakegoodcombinationsofthosemembers.Matchrolestopeople•Rolesintheprojectmaybedeterminedbyprojectmanager,members,orfromtheprogressintheproject.•Typicalrolesinaprojectare:–Requirementengineer:maintainsprojectrequirementsduringtheproductionoftheproject(documents,clarifications,…etc).–LeadDesigner:evaluates,chooses,documents,clarifies,andmaintainsproductdesign.–Coder:implementstheprojectandcorrecterrors.–Qualityassuranceengineer:measuresthequalityofthesoftware,determinesthelevelofthequality,byworkingontheerrorsintheproject.–Customerliason:maintainstherelationshipswithusersoftheproject.–Toolsexpert:installs,troubleshoots,upgrades,andmaintainsprojecttools.–Other:additionalrolesrequiredbytheproject.•Projectrolescanbedefinedinmanyways:–Teamleader:buildsandmaintainsandeffectiveteam.–Developmentleader:producesasuperiorproduct.–Planningmanager:guidestheteamtoproduceaplanandtracksprogressagainsttheplan.–Supportmanager:ensurestheprojectisproperlysupportedandcontrolled.Monitorandmanageteamculture•Teamcohesionisthefirstfactorinleadingteamsthatinfluencetheproductivity.•Tomanageprojectcultureyoumust:–Makeeachmemberroletobeclear.–Understandeachperson’spersonalityandtrytousethatinassigninghimasuitablerole.–Stateandmaintainyourviewoftheteam.–Recognizeproblemsthatmightoccurbeforetheyimpacttheteam.–Solvetheproblemsbeforetheyimpacttheproject.(ifanemployeehasaproblem,thenthewholecompanyhasaproblem).1.2ManagingGoodPeople•Difficulttask,becauseyouaredealingwithpeoplewhoaretalented.•Youhavetobalancebetweenauthorityandrespect.•Therearesixguidelinesyoushouldfollowtomanagetheteam:–Gainvisibilitywithoutmicromanagement.–Reviewprocessandproducts,notpeople.–Coordinatewithtalentedpeople.–Useyourknowledge,notyourpositionofpower.–Channelpeople.–Focusontheirandtheproject’sneeds,notyourauthorityasmanager.1.3MakingGoodPeopleBetter•Dealwithteammemberssidebysideasyoudealwithprojectitself.•Stepstmakegoodpeoplebetter:–Makeprofessionaldevelopmentaprojectgoal.–Recognizelong-andshort-termprofessionaldevelopmentgoals.–Leteachteammemberspecifypersonalimprovementgoals.–Haveteammemberstracktheirindividualtime.•Makeaprofessionaldevelopmentaprojectgoal:–Professionaldevelopmentofyourteamincludesshort-termandlong-termgoals.–Short-termgoalsfocusesonskillsneededforthisprojectwhilelong-termgoalspreparetheteamforfutureprojects.•Recognizelong-andshort-termgoals:–Youhavetodiscusswithteammemberstheirindividualgoalsforlong-termimprovement,andthensupportthesegoalsthroughtheprojectlifecycle.–Forexample,whenyouhavenotenoughtimetogiveapersoncodingtasks,youhavetogivethistasktoanexpertperson,andtrytoassigncodingforapersonwhohaslittleexperienceinanofflinetimesoftheproject.•Leteachteammemberspecifygoals:–Youhavetoreviewwitheverymemberintheteamwhereheandhowhecanimprovehisskills.–Thiswillimprovetheactivityofthemember,becauseyoushowhimthatyoucareabouthim,andyourcareisnotonlyfortheproject.•Trackindividualtime:–Teammembershavetousetimetotrackandassesstheireffort,inorderforthemtoknowwhereisthepartintheprojectthattooktimesfromthem.–Youasmanager,hastoknow