Project Team
Minder Chen, Ph.D.
CSU Channel Islands
[email protected]
© Minder Chen, 2012
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Team Life Cycle
1. Orientation - WHY am I here? When teams are
forming, everybody wonders WHY they are here. What
their potential fit is? and whether others will accept them?
People need some kind of answer to continue.
2. Trust Building - WHO are you? Next, people want to
know WHO they will work with - their expectations,
agendas and competencies. Also, it includes useful
exchange among team members.
3. Goal Clarification - WHAT are we doing?
The main work of the team begins with clarifying team
goals basic assumptions and visions. Terms and
definitions come to the picture. WHAT are the priorities?
4. Commitment - HOW do we do it? Sometimes,
discussions need to end and decisions must be done
about HOW resources, time, staff - all the bottom line
constraints - will be managed. Agreed roles are the key.
© Minder Chen, 2012
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Team Life Cycle
5. Implementation - WHO does WHAT, WHEN,
WHERE? Teams begin doing work in
sequence and settle on WHO does WHAT,
WHEN and WHERE in action. Timing and
scheduling dominate this stage.
6. High Performance - WOW! When methods are
mastered, the team can begin to change its
goals and flexibly respond to the environment.
The team can say, "WOW!" and surpass
certain expectations.
7. Renewal - WHY continue? Teams are dynamic.
People get tired; members change. People
wonder "WHY continue?" It's time to harvest
learning and prepare for a new cycle of action.
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Team Performance Model
Meaning
Relationships
Task
Choice
http://www.youtube.com/watch?v=nzXM2A9Fc7s
http://www.youtube.com/watch?v=34aQCY8Rk0I&feature=relmfu
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Resolved
º Purpose
º Team Identity
º Membership
Blockers
º Disorientation
º Uncertainty
º Fear
Trust Building
º Mutual regard
º Forthrightness
º Reliability
º Caution
º Mistrust
º Façade
Goal Clarification
º Explicit assumption
º Clear, integrated goals
º Shared vision
º Apathy
º Irrelevant competition
º Scepticism
Commitment
º Assigned roles
º Allocated resources
º Decisions made
º Dependence
º Resistance
Implementation
º Clear processes
º Alignment
º Disciplined execution
º Conflict/confusion
º Non-alignment
º Missed deadlines
High Performance
º Spontaneous interaction
º Synergy
º Surpassing results
º Overloaded
º Disharmony
Renewal
º Recognition & celebration
º Staying power
º Change Mastery
º Boredom
º Burnout
Orientation
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In Our Team….
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Customer’s Bill of Right
Steve McConnell, Software Project Survival Guide, Microsoft Press, 1998.
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The Trompenaars Hampden-Turner Seven Dimensions of Culture
Strict rules
SituationOriented
Collectivism
Holistic
Control
Egalitarian
/Doing
© Minder Chen, 2012
Passion
Hierarchy
/Being
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The Mythical Man-Month
• The Mythical Man-Month:
Assigning more programmers to a project running behind schedule,
may make it even more late.
• The Second-System Effect:
The second system an engineer designs is the most bloated system
she will EVER design.
• Conceptual Integrity:
To retain conceptual integrity and thereby user-friendliness, a system
must have a single architect (or a small system architecture team),
completely separate from the implementation team.
• The Manual:
The chief architect should produce detailed written specifications for
the system in the form of the manual, which leaves no ambiguities
about any part of the system and completely specifies the external
specifications of the system i.e. what the user sees.
© Minder Chen, 2012
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The Mythical Man-Month
• Pilot Plant:
When designing a new kind of system, a team should factor in the
fact that they will have to throw away the first system that is built
since this first system will teach them how to build the system. The
system will then be completely redesigned using the newly
acquired insights during building of the first system. This second
system will be smarter and should be the one delivered to the
customer.
• Formal Documents:
Every project manager must create a roadmap in the form of formal
documents which specifies milestones precisely and things like
who is going to do what and when and at what cost.
• Communication:
In order to avoid disaster, all the teams working on a project, such
as the architecture and implementation teams, should stay in
contact with each other in as many ways as possible and not
guess or assume anything about the other. Ask whenever there's a
doubt. NEVER assume anything.
© Minder Chen, 2012
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The Mythical Man-Month
• Code Freeze and System Versioning:
No customer ever fully knows what she wants from the system she
wants you to build. As the system begins to come to life, and the
customer interacts with it, he understands more and more what he
really wants from the system and consequently asks for changes.
These changes should of course be accomodated but only upto a
certain date, after which the code is frozen. All requests for more
changes will have to wait until the NEXT version of the system. If
you keep making changes to the system endlessly, it may NEVER
get finished.
• Specialized Tools:
Every team should have a designated tool maker who makes tools
for the entire team, instead of all individuals developing and using
their private tools that no one else understands.
• No silver bullet:
There is no single strategy, technique or trick that will
exponentially raise the productivity of programmers.
© Minder Chen, 2012
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Project Team Size and Interfaces
People
Interfaces
© Minder Chen, 2012
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Teamwork?
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A New Model for Workgroup
Across
Geography
Across
Disciplines
Critical
Business
Processes
Between
Departments
© Minder Chen, 2012
On the
Road
Between
Companies
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Colocated Teams vs. Virtual Team
Jessica Lipnack and Jeffrey Stamps, Virtual Teams: People Working Across Boundaries with Technology, Wiley, 2 nd ed., 2000
http://www.netage.com/pub/books/VirtualTeams2.html
© Minder Chen, 2012
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Teamwork & Groupware
Same Time
(Synchronous)
Different Time
(Asynchronous))
Project/team rooms
Shared offices
Same
Place
(Colocated)
Multi-media presentation systems
Key-pad based voting tools
Facilitated meetings using a PC
Networked PCs based GDSS
Different
Place
(Virtual Team)
Screen sharing
Audio/video conferencing: Skype
Web-based desktop conferencing: WebEx
Instant messaging: Skype
© Minder Chen, 2012
E-mail
CMS: wiki, Google Docs
Discussion forum
Workflow
CMS: Content management systemPM: Team - 17
Videoconferencing
• Videoconference - a set of
interactive telecommunication
technologies that allow two or
more locations to interact via
two-way video and audio
transmissions simultaneously.
• Example:
–
–
PictureTel from Polycom
http://www.polycom.com/index.html
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Web Conferencing
• Web conferencing - blends
audio, video, and
document-sharing
technologies to create
virtual meeting rooms
where people “gather” at a
password-protected Web
site.
• Example: Skype
• http://www.skype.com/intl/enus/features/allfeatures/video-call/
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High Degree of Telepresence
http://www.telepresencecatalog.com/cisco-telepresence-cts-3000-2/
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• Cisco employees in New York, left, and San Jose,
Calif., on screen, meeting via Telepresence.
• Cisco’s 3000 model sells for $299,000. “Double that to
$600,000 when you add a similar system at a remote
location.
© Minder Chen, 2012
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What is Groupware/Collaboration system?
• Groupware has been used to describe from e-mail
to work-flow-automation software.
• Definition:
Systems that integrate computers and communications
systems to implement group techniques to support
communication, coordination, and decision making via
structuring the processes and contents of teamwork.
• Alias:
 Collaboration Technologies
 Computer-support cooperative work (CSCW)
 Group decision support systems (GDSS)
 Computer-mediated communication systems
 Workgroup computing
© Minder Chen, 2012
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Decision Information Center (1st Generation)
Source: http://www.groupsystems.com
http://www.cmi.arizona.edu/
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University of Arizona (2nd Generation)
© Minder Chen, 2012
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Facilitate Group Interactions
Start-up
Define
session
purpose
and desired
outcomes
Initiate an
open and
collaborative
climate
Hold short
warm-up
Move-Out
Maintain an
open and
collaborative
climate
Conclude
along the
way
Manage
disruptive
behavior
Wrap-up
Tie up
loose ends
at
session's
close
Check
session's
outcomes
against
desired
outcomes
Manage
differences
© Minder Chen, 2012
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© Minder Chen, 2012
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© Minder Chen, 2012
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Facilitated Meetings
Agenda
Scribe
(Technographer)
Roles
Participants
Outcomes
Public displays
served as
group or
organizational
memory
Source: Adapted from http://www.grove.com/wkshp/wkshp.html
© Minder Chen, 2012
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Managing Meetings as a Problem-Solving Process
A meeting
A problem solving process
Agenda item 1
Problem-solving activity or task 1
Agenda Item 2
Problem-solving activity or task 2
Agenda Item 3
Problem-solving activity or task 3
…
…
Meeting Roles
• Facilitator: Design, set up, and monitor the meeting
• Participant: Participate in a meeting
© Minder Chen, 2012
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Generic Problem-Solving Process and TeamSpirit
TeamSpirit is a Web-based group decision support system / creative
group problem solving system. Every user can create and facilitate
meetings.
Group Tool
Classification
Idea
generation
Idea
Organization
Alternative
Evaluation
© Minder Chen, 2012
TeamSpirit Toolbox
Share information
Discussion forum
Structured brainstorming
Brainstorming
Idea consolidation
Rate alternative
Rank alternatives
Select alternatives
Multicriteria evaluation
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Problem-Solving Life Cycle
Generic Problem Solving Process
Idea generation
Idea Organization
Alternative Evaluation
Problem-Solving
Life Cycle
Identify problems or
opportunities
Idea generation
Idea Organization
Create/design
solutions or systems
Alternative Evaluation
Idea generation
Implement solutions
or systems
Idea Organization
Alternative Evaluation
© Minder Chen, 2012
Iteration
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Group Problem Solving
Process Manager
Meeting Listing
Roster Listing
Agenda Execution
Team
Repository
•
•
•
Users
Meetings
Meeting
Rosters
• Agendas
• Activity Items
& Item Types
Manage Meetings
Meeting Setup
Roster Setup
Agenda Setup
Group Toolkit
Idea generation
Idea consolidation
Idea evaluation
© Minder Chen, 2012
Facilitation
Version
User Authentication and Registration
Join Meetings
Participants
Internet
/
Intranet
TS
Facilitators
Participation
Version
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Facilitation Model
David Sibbet, Visual Meetings: How Graphics, Sticky Notes and
Idea Mapping Can Transform Group Productivity, 2010
© Minder Chen, 2012
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