Teammanagement泽许

TeammanagementLecturer：Zexu.LiuXiaofeng.CaoDate:2013.11.09Contents•Conceptofteammanagement•TypesofTeamOrganizations•GeneralTeamPrinciples•SomethingaboutMotivation•SomethingaboutTeamwork•PracticalGuidelines•Teammanagementdifficultiesandsolution•SomespecialcasesConceptofteammanagementStephenRobbinsbelievesthattheteamiscarriedoutinordertoachieveacertaingoalcooperationwitheachothertoformamoreformalgroups.Robbinsemphasizesthreeprioritiesofteam:atarget,mutualcooperationandformalgroups.Teammanagementreferstotechniques,processesandtoolsfororganizingandcoordinatingagroupofindividualsworkingtowardsacommongoal.TypesofTeamOrganizations•Hierarchical•Business•Matrix•ChiefProgrammer•SWAT•OpenStructured•SearchandRescueTeam•ProfessionalAthleticTeamTypesofTeamOrganizations—HierarchicalTeam•Projectisdividedintomajorsubsystems•Eachsubsystemisheadedbyaprojectmanager•Ifasubsystemiscomplex,itmaybefurtherdividedintosmallercomponents•Mostoftheworkdoneattheleavesofthetree•PeterPrinciple•Inahierarchicalorganizationeachemployeeingeneralrisesuntilreachingalevelatwhichheisincompetent•RewardsmanagementmoreforrisingupthetreeTypesofTeamOrganizations—BusinessTeam•Mostcommonoftheteamstructures•Peergroupheadedbyatechnicallead•Asidefromtheleader,theteammembersareallequalinstatusanddifferentiatedbyexpertise•Technicalleadisalsoanactivetechnicalcontributorbutalsoresponsibleforfinaldecisionsandcommunicatesexternallyfortheteam•Streamlinescommunicationwithmanagement,allowsteammemberstoworkintheirareaofexpertise,allowstheteamitselftosortoutwhoshouldworkonwhat•StrengthandweaknessisitsgeneralityTypesofTeamOrganizations—Matrix•Basicunitswithspecializations•Individualswiththeirspecialtyassignedtoprojectsrequiringthosetalents•Eachfeatureteamisresponsiblefordevelopingonefeatureoftheproduct•GoodforproblemresolutionteamsNetworkingGraphicsDatabasesQAProjectAXXXProjectBXXProjectCXXXTypesofTeamOrganizations—ChiefProgrammer•Thechiefprogrammeristheteamleader.Thispersonmustbeasuperstaranddesign/codemuchoftheproject•Otherpeoplejustprovidesupportservicesforthestar•Theyactasassistantsinvariouscapacities,documentation,administration,etc.•SimilartoasurgeonintheOR•Makesgooduseofsuperstars;buthardtofindanyone“super”enough•CanhaveconflictwiththeleaderwhomakesalldecisionsTypesofTeamOrganizations—SWAT•SkilledWithAdvancedTools•BasedontheRADmethodology•Typicallybuildsincrementalversionsofasoftwaresystem•Focuseson•Reusablecomponents•Useofdevelopmenttools•Softwaregenerators•Groupwareandworkflowmanagementsoftware•MembersmustbeexperiencedwithmultipleskillsTypesofTeamOrganizations—OpenorWeaklyStructured•Combineopenmanagementstylewithclearstructureonteamroles•Technicalleader•Responsibleforresolvingissuesforwhichnoconsensuscanbereached•Moderatorformeetings•Rotateamongmembersforvarioustasks•TriestocombineafocusonindividualspecialistsaswellascentralizedcoordinationofactivitiesTypesofTeamOrganizations—SkunkWorks•Takeabunchoftalentedpeople,hidethemfromtherestoftheworld,andseewhattheycando•Basedonthe“blackprogram”model•Covertdevelopmentofsensitivesystems•MaygetextremelyhighcreativityinexchangeforlowvisibilityandhighriskTypesofTeamOrganizations—SearchandRescue•Focusesonsolvingaparticularproblem•Needsveryspecializedproductknowledge•Likea“tigerteam”toattackaspecificproblem•Consistsofsoftwareandhardwarespecialistswithdetailedbusinessenvironmentknowledge•OftenusedforemergencymaintenanceTypesofTeamOrganizations—ProfessionalAthleticTeam•Thedevelopersarethestarsofthisteam.•Managersandeveryoneelsearesecondary.•Rolesareveryspecialized•Goodfortacticalexecutionteams,whichneedspecializedskills•LotsofstarsmaynotgetalongGeneralTeamPrinciples•Usefewerandbetterpeople•Highestproductivityisachievedbyarelativelysmallgroupofpeople•Largegroupsrequireexponentiallymorecommunication,whichhasanegativeeffectonproductivity•Needtokeeponepersoninchargeoftheproject’soverallvision(chiefprogrammerorarchitect)•Trytofittaskstothecapabilitiesandmotivationofthepeopleavailable•Selectpeopleforawell-balancedandharmoniousteam•SomeonewhodoesnotfittheteamshouldberemovedMotivation•Researchershavefounda10:1rangeofperformanceamongpeoplewiththesamelevelsofexperience•Keytothisistheirmotivation•Problemisthatmotivationishardtomeasure,quantify,orexpressMotivation•Typesofmotivatingfactorswillvaryfrompersontoperson•Careergrowthpotential•Managementpotential•Personallife:isitpossibletohaveone?•Status•Peerrecognition•Personalachievement...Motivation•Moremotivatingfactors:•Money!(orgradesinourcase)•Companyownership•Jobsecurity•Workenvironment•Homeenvironment(travel,entertainment,…)•NosinglethingmotivateseveryoneTopFiveMotivationalFactors•Achievement(reachinggoals)•PossibilityforGrowth(personalimprovement)•TheWorkItself•PersonalLife•TechnicalSupervisionOpportunityTopFiveMotivationalFactors——Achievement•Ownership:Getdeveloperstoown(setandagreeto)theschedulestheyareworkingtoachieve•GoalSetting:Setspecificgoalsfordevelopment(speed,quality,etc.)•KeepittooneortwospecificgoalsTopFiveMotivationalFactors——PossibilityforGrowth•Supportcontinuingeducation