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1Chapter5:softwareprojectChapter5:softwareprojectteammanagementteammanagement1北航软件学院贾经冬Email：Jiajingdong@buaa.edu.cnTel：82316499outlineIntroductionzThedefinitionofteamzRelatedareasHumanresourceplan软件项目团队建设HumanresourceplanzRoleszOrganizationstructuresBuildateamDevelopateamCase2WhatIsaTeam?Thepassengersonabus?countrymen？Clt?团队概述Classmate?Afootballteam？3WhatIsaTeam?Ateamisanygroupofpeoplewithafullsetofcomplementaryskillsorganizedtoworktogetherinterdependentlyandcooperativelytoaccomplishagoal.Teammembers(1)operatewithahighdegreeofinterdependence,(2)shareauthorityandresponsibilityp()ypyforself-management,(3)areaccountableforthecollectiveperformance,and(4)worktowardacommongoalandsharedrewards(s).Thecharactersofateam:zPeoplezGoalzLeader4TeamDevelopmentModelFormingStorming5NormingPerformingAdjourningThestages1forming–projectteaminitiationphase.zbehaviors----Membersbehavequiteindependently.Somemembersmaydisplaytraitsofuncertaintyandanxiety.Individualrolesandresponsibilitiesareunclear.Highdependenceonleaderforguidanceanddirection.Littleagreementonteamaimsotherthanreceivedfromleader.Leadermustbepreparedtoanswerlotsofquestionsabouttheteam'spurpose,objectivesandexternalrelationships.Processesareoftenignored.zTasks--Establishbaseexpectations;Identifysimilarities;Agreeoncommongoals;BegintodeveloptrustzDirectingor“telling”style62Thestages2storming–variousideascompete,oftenfiercely,forconsideration.zbehaviors---Teammembersareshowingtheirownpersonalitiesastheyconfronteachother’sideasandperspectives.Teammembersvieforpositionastheyattempttoestablishthemselvesinrelationtootherteammembersandtheleader,whomightreceivechallengesfromteammembersClarityofpurposeincreasesbutplentyofuncertaintiesmembers.Clarityofpurposeincreasesbutplentyofuncertaintiespersist.Frustrationordisagreementsaboutgoals,expectations,rolesandresponsibilitiesisbeingexpressedopenly.Decisionsdon'tcomeeasilywithingroup.Cliquesandfactionsformandtheremaybepowerstruggles.ztasks---Theteamneedstobefocusedonitsgoalstoavoidbecomingdistractedbyrelationshipsandemotionalissues.Compromisesmayberequiredtoenableprogress.Toleranceofeachmemberandtheirdifferencesneedstobeemphasized.zLeader--Identifypower&controlissues;Gaincommunicationskills;Begintobuildunity;coachingstyle.7Thestages3norming–Rules,values,behavior,methods,toolsarebeingestablished.zbehaviors----Agreementandconsensusislargelyformsamongteam.Rolesandresponsibilitiesareclearandaccepted.Bigdecisionsaremadebygroupagreement.Smallerdecisionsbdltdtidiidllltithimaybedelegatedtoindividualsorsmallteamswithingroup.Commitmentandunityisstrong.Theteammayengageinfunandsocialactivities.Theteamdiscussesanddevelopsitsprocessesandworkingstyle.Thereisgeneralrespectfortheleaderandsomeofleadershipismoresharedbytheteam.zTasks--Mutualacceptance;Developcohesion,commitment&unity;Teamroles&processesclear&acceptedzLeadersallowstheteamtobecomemuchmoreautomomous.Paticipativestyle.8Thestages4perfoming–rolesbecomeflexibleandfunctional,andgroupenergyischanneledintothetask.zbehaviors----projectteamisnowabletofunctionasaunit.Itgetsthejobdonesmoothlyandeffectivelywithoutinappropriateconflictortheneedforexternalsupervision.Membershavealdtdifhtiidfthttkllclearunderstandingofwhatisrequiredofthematatasklevel.Theyarenowcompetent,autonomousandabletohandlethedecision-makingprocesswithoutsupervision.A“cando”attitudeisvisible.Offerstoassistoneanotheraremade.zTasks--Achievechallenging,effective&satisfyingresults;Findsolutionstoproblemsusingappropriatecontrols;Establishautonomy&interdependency.zLeadersletstheteammakemostofthenecessarydecisions.Delegatingstyle.9Thestages5adjourning–thetasksarebeingcompletedandtheteamisdisassembled.zbehaviors----someauthorsdescribethestageas“deformingandMourning”,recognizingthesenseoflossfeltbygroupmembers.Teammembers’motivationlevelscandeclineasuncertaintyaboutthefuturebeginstosetinaboutthefuturebeginstosetin.zLeadersshouldgivegoodpointtointroducenewprojectsinordertorecommencetheformingstageofteamdevelopment.zFocusonhowtofinishtheprojectzDetachingstyle.10工作绩效和高formingstormingnormingperforming团队精神AdjourningTheFive-StageTeamDevelopModel团队概述11时间和团队精神低工作绩效团队精神TheFive-StageTeamDevelopModel12adjourningTheModelmaybethoughtofasmorecyclicalthanlinearinnature3HumanresourceareaDevelopHumanResourcePlan—Theprocessofidentifyinganddocumentingprojectroles,responsibilities,andrequiredskills,reportingrelationships,andcreatingastaffingmanagementplan.AcquireProjectTeam—Theprocessofconfirminghumanilbilitdbtiithttresourceavailabilityandobtainingtheteamnecessarytocompleteprojectassignments.DevelopProjectTeam—Theprocessofimprovingthecompetencies,teaminteraction,andtheoverallteamenvironmenttoenhanceprojectperformance.ManageProjectTeam—Theprocessoftrackingteammemberperformance,providingfeedback,resolvingissues,andmanagingchangestooptimizeprojectperformance.13CommunicationareaIdentifyStakeholders—Theprocessofidentifyingallpeopleororganizationsimpactedbytheproject,anddocumentingrelevantinformationregardingtheirinterests,involvement,andimpactonprojectsuccess.P