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Nobody s perfect, but a team can be.

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Nobody s perfect, but a team can be.

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    1. “Nobody’s perfect, but a team can be.” The Effect of Programming Team Structures on Programming Tasks

    2. Dilbert

    3. TEAM !!!!! Together Everyone Annoys Me

    4. What is a Team ??? Quote from the boss: "Teamwork is a lot of people doing what 'I' say." (Marketing executive, Citrix Corporation) "No coach has ever won a game by what he knows; it's what his players know that counts.“

    5. The Definition A work team is a group of people that comes together to achieve a common objective and, in the process, exchange experiences and ideas, while respecting each other's contributions in the achievement of that objective.

    6. TEAM Together Everyone Achieves More

    7. Process of organizing team Identifying the staffing needs Identifying the resources Evaluating what you have Use of psychometric method Candidate traits Position characteristics Existing Information Managing with what you have

    8. Issues in applying team approach The potential for conflicts The possible lack of project leadership skills.

    9. Getting off right foot… Establish objectives together Make team exited about achievements Focus on contributions Organize meetings Explain the rules Promote team responsibility Establish time commitment-abolish death marches Reduce interruptions

    10. Types of team structures

    11. Democratic De-centralized Based on Weinberg’s proposed team. Egoless programming No leaders Decisions by group consensus Horizontal communication

    12. Basic concepts Restructure the social environmentˇ         Restructure programmers' valuesˇ     Encourage team members to find faults in codeˇ A fault must be considered a normal and accepted eventˇ The team as whole will develop an ethos, group identityˇ Modules will "belong" to the team as wholeˇ A group of up to 10 egoless programmers constitutes a democratic team

    13. The advantages Democratic teams are enormously productive. Groups learn faster. They work best when the problem is difficult So, fit for difficult problems.

    14. The Disadvantages Take more time and generate twice as many communications as centralized ones. Risky shift phenomenon- Groups engage in riskier behavior then individuals Not suited for experimental software development production of novel ideas Tasks with time constraints Simple solutions Large information exchanges

    15. Controlled Decentralized Has a leader who coordinates all the tasks Secondary management positions occur Problem partitioning is leader responsibility Communication is decentralized in subgroups and centralized along control channels Possesses the control over goal selection and decision making concepts of Baker’s team and decentralized communication aspects of Weinberg team

    16. The advantages An effective error-purge mechanism Works best for large straight-forward projects which are short-lived.

    17. Disadvantages When the task is most difficult, the group structure is least effective. The control over project is from above, the group problem solving approach at lower level takes long. Not fit for Small problems Long-term research like projects Projects that can not be broken into smaller tasks Time-constrained projects

    18. Controlled centralized Like beker’s team Both problem solving and goal direction are done by team leader Communication is vertical along the path of control

    19. Advantages Best for tasks with severe time constraints Performs well with high reliability problems

    20. Disadvantages Low motivation for the team workers Not fit for task requiring high socialization Long term projects Difficult problems

    21. Question Time !!!

    22. What kind of team would I have For a difficult project DD For a Large Project CD or CC For a time constrained project CC For task requiring high social interaction DD For a task requiring high reliability CD

    23. Question Time !!!

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