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Software Processes and Management > Chapter 4 - People and Teams > Flashcards

Chapter 4 - People and Teams Flashcards

1
Q

What are the things that make up Moslow’s hierarchy of needs?

A
  1. physiological needs
  2. safety
  3. social
  4. esteem
  5. self realisation
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2
Q

What are hertzbergs hygiene factors?

A

Larger salaries, job security, and more attractive work environments

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3
Q

What are motivating factors according to hertzberg?

A

ere achievement, the work itself, recognition, responsibility and personal growth.

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4
Q

What is the problem of influence and power in larger projects?

A

many of the people working on the project do not report directly to the project management and project management does not always have direct control over the staff who do not report directly.
For example, if given work assignments are unpalatable, it is still the case that people will transfer or may even change jobs.

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5
Q

What are the 9 influence bases?

A
  1. Authority
  2. Assignment
  3. Budget
  4. Promotion
  5. Money
  6. Penalty
  7. Work challenges
  8. Expertise
  9. Friendship
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6
Q

Explain Authority as an influence base.

A

the right to issue orders and instructions by virtue of position in the organisational hierarchy.

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7
Q

Explain Assignment as an influence base.

A

the project management’s perceived ability to influence workers’ later work assignments.

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8
Q

Explain Budget as an influence base.

A

the project management’s perceived ability to authorise other’s use of discretionary funds.

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9
Q

Explain Promotion as an influence base.

A

the ability to improve a worker’s position.

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10
Q

Explain Money as an influence base.

A

the ability to increase a worker’s pay and benefits.

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11
Q

Explain Penalty as an influence base.

A

the project management’s perceived ability to hand out penalties and punishments.

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12
Q

Explain Work Challenges as an influence base.

A

the ability to assign work that uses a worker’s enjoyment of certain tasks and thereby also tapping into a motivational factor.

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13
Q

Explain Expertise as an influence base.

A

the project management’s perceived special knowledge that others deem important.

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14
Q

Explain Friendship as an influence base.

A

the ability of people in project management to make friendly personal relations with others.

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15
Q

A combination of which influencing factors are likely to cause a project to fail?

A

authority, money and penalties

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16
Q

What is power?

A

Power is the ability to influence people’s behaviour to get them to do what they would not otherwise do.

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17
Q

How does power differ from influence?

A

Power is much stronger than influence because it is often used to get people to change their behaviour.

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18
Q

What are the main types of power?

A
  1. Coercive power
  2. legitimate power
  3. expert power
  4. reward power
  5. referent power
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19
Q

What is coercive power?

A

uses threats, punishments, penalties and other negative approaches to get people to do things they do not want to do. This is similar to the influence category called penalty. The danger however, is that the overuse of coercive power correlates quite strongly to failed projects.

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20
Q

What is legitimate power?

A

uses position and authority to get people to do things. This is similar to the influence category called authority. Most often this type of power is exercised by project management to make key decisions without consulting the rest of the project team. Again, the danger is that the overuse of authority correlates quite strongly to failed projects.

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21
Q

What is expert power?

A

uses one owns personal knowledge and expertise to change people’s behaviour. Generally, if project management is perceived to be expert in some area then the project team is more likely to follow their lead.

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22
Q

What is reward power?

A

uses incentives to induce people to do things. Rewards can include money, status, recognition, promotions, special work assignments, or other means of reward when individuals exhibit the desired behaviour. Some motivation theorists suggest that only certain types of rewards truly influence people to change their behaviour or to work hard; for example, work challenges, achievement and recognition.

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23
Q

What is referent power?

A

is based on individual’s personal charisma. People hold someone in very high regard and will do what they say and follow their lead based on their high regard for the person. This is a rare form of power as very few people have the type of charisma that underlies referent power.

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24
Q

What are the 2 main styles of leadership?

A
  1. the leader’s concern for the task — that is, the emphasis that the leader places upon getting the job done and not bothering too much about human relationships; and
  2. the leader’s concern for people — that is, relating to personal needs, without worrying too much about the mechanics of administrative procedures.
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25
Q

What are the 2 main ways that a leader can strike balance between the human and non-human aspects of a project?

A
  1. The leader can herself/himself play some or all of the task and maintenance roles (with the exception of the follower, but see shared leadership).
  2. The leader does his or her best to control the intensity and mix of task and maintenance role-playing among team members.
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26
Q

What are the seven main ways of improving effectiveness?

A
  1. Be proactive
  2. Begin with the end in mind
  3. Put first things first
  4. Think win/win
  5. Seek first to understand then to be understood
  6. Synergise
  7. Sharpen the axe
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27
Q

How can project managers be proactive?

A

Covey, like Maslow, Hertzberg and others assumed that people have the ability to choose their responses in different situations. Project managers need to be proactive and anticipate problems and changes in projects but can also encourage team members to be proactive in working on their project activities.

28
Q

How can project managers Begin with the end in mind?

A

Covey suggests that people focus on what they want to accomplish and on their values. The idea is to visualise the outcome and then to work out how to get there.

29
Q

How can project managers Put first things first?

A

People need to spend more time doing what is important but not urgent. What we normally do is the urgent activities but not the important ones. Covey suggests that important but not urgent activities are things like exercise, planning and reading. Project managers need to spend more time in important but not urgent activities like building relationships, mentoring, developing the project plan, thinking ahead - and not just on putting out fires.

30
Q

How can project managers Think win/win?

A

The idea is to make all parties winners and to work together to develop solutions that will make this possible for all parties. Project managers should often strive to make win/win decisions but sometimes, especially in competitive situations, a win/lose approach must be used instead.

31
Q

How can project managers Seek first to understand then to be understood?

A

Empathetic listening is listening for the sole purpose of understanding. It is claimed that this is more powerful than active listening because all that you want to do is to understand the other person. To really understand the other person yo need to focus on others first. After you have truly understand the other person then aim to get your message across.

32
Q

How can project managers Synergise?

A

Now this sounds quite airy-fairy but what it means in practice is collaborating with others to achieve much more than a collection of individual efforts. Sometimes the slogan “a champion team is better than a team of champions” is used to indicate the same idea. A key point is to value the differences in others.

33
Q

How can project managers Sharpen the axe?

A

The idea here is to take time to renew yourself physically, mentally and socially. The practice of self-renewal helps people to avoid burnout and this is essential to good project management. Teams that have time to retrain, re-energise and occasionally even relax tend to be more resilient and avoid burnout. Often we are too busy “chopping wood” — that is dealing with urgent things — to “sharpen the axe”.

34
Q

What are the main reasons people join/participate in teams?

A
  1. Security
  2. Task complexity
  3. Social interaction
  4. Physical proximity
  5. Exchange
35
Q

Explain security as a reason people join/participate in teams?

A

Being a member of a group may make us feel more secure and help satisfy our deep-seated need for security.

36
Q

Explain Task complexity as a reason people join/participate in teams?

A

We join groups not just for security but because we can achieve a lot more by working together.

37
Q

Explain Social interaction as a reason people join/participate in teams?

A

Much of the time, being part of a team is enjoyable. Work not only fulfils our economic purposes but also helps to meet our social needs as well. People may not be passionately enthusiastic about the others they work with, but their work peers, and the physical environment where the work takes place, provide a structure for interaction among people, and the people and place give a sense of meaning: many people discover this truth to their cost, upon retirement or upon suddenly becoming unemployed. When the structure is taken away then people’s health often suffers as a result these kinds of stressful life changes.

38
Q

Explain Physical proximity as a reason people join/participate in teams?

A

Physical proximity to others is the fourth reason many people like to participate in teams. It is likely that a group of students sitting together in a tutorial would be more likely to form into a group than a number of students scattered throughout the room. In the workplace, people who work in the same area are more likely to develop a group identity than those who are not physically located close together. For all practical purposes, members of one group are sometimes members because they happened to be in the same place at the same time.

39
Q

Explain exchange as a reason people join/participate in teams?

A

The exchange theory of group membership could best be summed up in the slogan, “What’s in it for me?”. Exchange theorists argue that we all weigh up the “costs and benefits” of being in a group, and as long as what we get from a group outweighs the cost of being a member of that group, we will stay in the group.

40
Q

Define team

A

as a group of people with shared norms and interlocking roles

41
Q

Define norms

A

a cultural rule that people either observe or break

42
Q

Define roles

A

a set of expected behaviours within a particular culture.

43
Q

What are some consequences of breaking formal norms?

A

we get criticised, we get suspended or fired or expelled, we get arrested and so on.

44
Q

What are some consequences of breaking informal norms?

A
  • non-verbal, such as a quizzical look, or sneer, or a disapproving expression or we might get frozen out by the other group members, who refuse to talk to us;
  • verbal, such as explicit criticism; or
  • physical, such as shoving, pushing and hitting.
45
Q

What are the 3 types of roles?

A
  1. task roles — people that play these roles help to get the productive work done;
  2. maintenance roles — people that play these roles help the team to work together effectively; and 3. destructive roles — people that play these roles actively make it harder to do the work on the team.
46
Q

What roles does an effective team have?

A

a good balance of task and maintenance role playing, and minimal or non-existent destructive role playing.
A group that mainly concentrates on task roles may be lacking in interpersonal skills, and may experience conflict without knowing how to handle that conflict. A group that is weak on task roles but is strong on maintenance roles may be a happy one, but perhaps not an effective one.

47
Q

What are the 5 stages of team development?

A
  1. forming;
  2. storming;
  3. norming;
  4. performing;
  5. terminating.
48
Q

What happens in the forming stage of team development?

A

members are attempting to identify just what tasks they should be concentrating on, but also on getting to know just who the other members are. How do we break the ice? What do we have in common? Who do we like? Who do we dislike? How do we overcome the awkwardness of any new relationship, and create feelings of empathy and problem-solving? Who wants to dominate or lead, and who wants to submit or follow?

49
Q

What happens in the storming stage of team development?

A

have some emotional heat. maintenance or socio- emotional responses to task demands come to the fore, and conflicts within the group might emerge for a number of reasons: misunderstanding of role behaviour and norms, conflicting goals, poor feedback and listening, poor problem solving. There may be a power struggle for leadership as well.

50
Q

What happens in the norming stage of team development?

A

things begin to settle down. Here, cohesion begins to develop. Opinions are now stated more readily and are received in a less defensive manner. A leader begins to emerge, and formal and informal norms begin to emerge also.

51
Q

What happens in the performing stage of team development?

A

the group begins to function well. Members perform tasks together, and everyone is clear about what role they are playing. Synergy and teamwork are evident.

52
Q

What happens in the terminating stage of team development?

A

the group terminates activities. This may be a short-term, routine process in which the group still stays together, but simply moves on to another major task or project. Termination might mean disbanding the group with all members going their own way. This may be a routine operation, with members only expecting to be together for the duration of a particular project. In this situation, members may well say goodbye but still experience positive feelings towards other group members. Members may in fact keep in touch long after the formal group has disbanded.

53
Q

What is the controlled centralised way of organising teams?

A
  • is a team structure where there is a clearly defined leadership at all times and the team is organised in a hierarchy of sub-teams.
  • Each sub-team is typically lead by a team leader that reports to the central project management.
  • Decisions are made by the project management, typically in consultation with the team leaders, and communicated to team members via the team leaders.
  • problem solving is usually top-down and the major communication channels are vertical running from the central project management to sub-teams.
  • In smaller centrally controlled teams there can be more horizontal communication, but as the team gets larger this tends to drop away.
54
Q

What are the benefits of control centralised teams?

A
  • easier to manage because of the clear hierarchy and separation between sub-teams
  • centralised control structure can support very large teams.
  • good for short tough deadlines as progress and team risks can be monitored and acted upon centrally
  • tends to produce more reliable and robust products because of the centralised nature of quality control.
55
Q

What are the disadvantages of a control centralised team?

A
  • rigid control of the sub-teams tends to shorten the effective life-time
  • raised communication overheads because all the matters of relevance must be communicated through the hierarchy.
56
Q

What is the control decentralised way of organising teams?

A
  • a team structure in which there is again a defined leader at all times
  • the team leader coordinates specific tasks and secondary task coordinators take over control of the sub-tasks and reports to the team management.
  • places more control in the hands of sub-task leader
  • encourages more horizontal communication among subgroups and individuals
  • Vertical communication occurs between the task coordinators (with each other) and with the team leader
57
Q

How does the control decentralised model differ form the control centralised one?

A
  • controlled decentralised gives more autonomy to sub-teams.
  • with a controlled decentralised model there is a need for non-technical management as well as the more obvious technical management.
58
Q

What is the democratic decentralised (innovative anarchy) way of organising teams?

A
  • a structure in which there is typically no permanent leader
  • Task coordinators are appointed for short durations in the early planning phases and then replaced by others as the project moves into different phases
  • requires a great deal of horizontal communication among the team members in order to keep the project coordinated
59
Q

How does the decentralised model differ from the centralised one?

A
  • harder to manage because of the coordination overhead
  • is not suited to delivering products in a short time
  • able to sustain longer lifetimes because of the more democratic nature of the decision making process.
60
Q

What is the SWAT method of organising teams?

A
  • a team structure that uses a team of motivated well trained experts who can work together well and get builds out quickly
  • ideal for a short prototype phase or when the project requires a difficult problem to solve.
61
Q

What is a chief programmer team?

A
  • built around a highly skilled and experienced chief programmer or chief engineer who coordinates the technical activities
  • Other team members provide technical as well as non-technical support for the chief programmer.
62
Q

What is the extreme programming team?

A
  • a team structure in which there may be a permanent leader, but need not be.
  • Programmers typically working in pairs with one programmer writing the test cases that will ultimately drive the development of the system and the other writing code to pass the tests
  • team takes joint responsibility for the programs that are developed
  • teams rely on communication among the team members to coordinate many of the tasks.
  • feature driven
  • typically work on incremental projects, with each increment contributing a new feature.
63
Q

What is the SCRUM team?

A
  • a controlled structure, but with a democratic decentralised sub-team.
64
Q

What is the scrum master’s role in a scrum team?

A
  • the leader of the team - does not control the team on a day-to-day basis (unlike a manager)
  • does not assign tasks to team members
  • put teams together and provide them with the resources necessary to complete sprints.
65
Q

What are the team member’s roles in a scrum team?

A
  • not assigned official roles
  • depending on the tasks, the team itself decides who will complete tasks, based on the strength of the individual members.
  • ScrumMaster can also be team members
66
Q

What is the product owner’s role in the scrum team?

A
  • responsible for assigning priorities to the requirements in a product backlog
  • decide which requirements are to be built.
  • not part of the technical team but are considered important to the success of projects.

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