Leading People in the SW Development Process

1. Leading People in the SW Development Process Presentation in Blanko´98 days 22.10.1998 Mika Rytkönen Senior Engineering Manager Nokia Mobile Phones

2. CONTEST • SW DEVELOPMENT FRAME/PROCESS - World around us ! • BUSINESS MANAGEMENT - Where are we going ? • LEADERSHIP - Leader Implementing Values • TEAM MANAGEMENT - Leading Your Team • CONCLUSION

3. SW DEVELOPMENT FRAME World Around Us

4. Challenges in the SW Development • Challenges • SW projects are late, difficulties predicting the time schedules • Requirements are changing all a time • Lack of resources, teamwork • Integration and testing (HW/SW) and (SW/SW) • Difficulties to communicate with SW problems • Attitude problem • "It is SW problem" • "If builders built houses like SW designers design, then only one woodpecker can destroy the whole civilization." • Most of them are only symptoms, only few of them are problems. • In this presentation I concentrate more to find answer from the management point of view

5. SW Management Thesis • Size and complexity of the SW will increase dramatically • The R&D lead-time will increase because of size and complexity. R&D costs will also increase. • Predictability of SW project lead-time become more difficult. • Because of predictability and increased R&D lead time, the quality is not what we expect. • "Promise the world, start writing code, and let the project fall completely apart. There is no penalty for non-performance" [Ganssle] • We have to be on the market just on right time, to make as much money as possible ! The winner takes it all ! • We can impact for • lead-time, challenge is to reduce it, • team work, how to build “tiger SW teams” and • leadership, what is our corporate culture doing/leading SW, to improve more quality and predictability to the SW development !

6. SW Process... • Software process [1] ”A set of activities, methods and practises and transformations that people use to develop and maintain SW and the associated products (e.g. project plans, design documents, code, test cases, and user manuals).” [SEI/CMM] • Software Process [2] "A set of activities, methods and practices that guide people (with their SW tools) in the production of software" • Methods are processes and SW process improvement, Capability maturity Models (CMM) • Activities supported by technologies and tools • Practices, organization way of doing things, corporate culture, values • People, new methods for management (IIP, recruiting, motivating, teams…), how values are implemented in organization

7. Management Process People Technology ...SW Process What is done When is it done Process Thinks used and produced Who does it Reference : Timo Kaltio, Nokia Research Center SW Process {CMM}, Ohjelmistotuotekehityksen johtaminen -kurssi. 23.9.1997, TTK

8. WATERFALL IPTES (CE) SW Process Models R R S D I T S R S D I T Acc. test D I R S D I T T R Requirements S Specification D Design I Integration T Testing R S D I T

9. SW / HW Process • SW and HW developing simultaneously, concurrent way => Concurrent Engineering • Development time of SW is not the biggest problem. • SW/HW integration is the most problematic area. The most and heaviest problems are founded from the SW/HW integration phase • Early integration provides more quality and more predictability ! • In SW industry, the quality engineers are used for checking/controlling that projects are using our processes ! • "If I can't measure, I can't lead" • Process metrics ? SW process Integration HW process Lead time

10. Business management People management Financial management Product models Product interfaces & features Commitments Project plans Root cause analysis Requirements Engineering Product Engineering Subcontract management Project planning Risk management Process management Product models Product features, baselines Risk items Product metrics Product models Product features Project plans Corrective actions Status reports Quality assurance and metrics Configuration management Baselines Tracking and oversight Baselines Product and process metrics SW Product Development Reference : Jaakko Riihinen, Nokia Telecommunications Managing the SW product development -course, Helsinki University of Technology

11. BUSINESS MANAGEMENT Where Are We Going ? Ref : Riihinen

12. Business Management • Strategic planning, how to win the war • Mission, Vision, Values of the company/department • Company SWOT • Resources, competencies and skills • Market, segmentation, analysis, competitors • Product, portfolio analysis • Tactical decisions, how to win one battle • Decisions regarding concrete business situation, about the usage of the allocated capital and resources. • Risk vs. potential benefit decisions • Operative management, managing day-to-day business • Planning the operation • Recruitment and organization of resources • Setting and following personal responsibilities and objectives • Executing and monitoring the plans • Problem solving

13. Definitions • Skill • Ability to perform some specific physical or mental activity related to work. Can be acquired through various means, like training and education, experience etc. • Company competence • A corporate level macro-capability. A grouping of related skill sets, highlighting some specific important strategic business viewpoint • Core competence • A special kind of corporate competence satisfying the criteria for superior customer benefit, industrial uniqueness and extendibility for other business

14. Competencies • The success of a company in the long run is determined by its corporate competencies - not by its current products and services • Competencies are based on skills held by people. They can and need to be managed; created, maintained, improved and updated. • Core competencies are defined in order to focus attention to a limited number of differentiating factors making the company world leader • Even large companies have usually a small number (3-6) of core competencies • Strategic viewpoint • Corporate-wide perspective to the skills underlying the corporate competencies • Focusing on the essentials in R&D, building right kind of alliances • Operative viewpoint • Recruiting right kind of people • Finding and assigning the right person to the right job • Individual's viewpoint • Meaningful and motivated guidance for the development of professional competence and individual skills

15. Future SW Skill Requirements • ABILITY TO USE MODERN COMMUNICATION CHANNELS • SKILL TO USE COMPUTERS • PERSONAL COMMUNICATION SKILLS • LANGUAGE SKILLS • DISCUSSION, NEGOTIATION, ANALYZE AND SOLUTION SKILLS • SKILLS TO MAINTAIN WORK CAPACITIES • TEAM WORK SKILLS • QUALITY KNOWLEDGE • KNOWLEDGE OF MOBILE TECHNOLOGY • ABILITY TO REPORT ABOUT OWN WORK OPAQ survey for mobile phone R&D engineers (Etla Oy, June 1997) in Finland

16. Think about it ! • If the asset in the balance sheet of a company is 50 BFIM, how can the stock market value be 100 BFIM ? • One answer could be value of the company (core) competence = ability to make better and better products…. again and again

17. LEADERSHIP Leader Implementing Values Ref: McClendonIII

18. A Leader • A leader is one who has a vision and inspires others to willing take on that vision and take action towards bringing it to fruition. • A leader leads and guides people • A leader manages his or hers state of mind first, then influences the states of minds of others • A leader is one who finds the specific needs of his or her audience and systematically fills them • A leader willingly steps into position of guide, coach and the role model • The most important thing about leadership is relationship ! • Believing to the excellence of human beings ! • 5 L's for success : LIVE, LOVE, LAUGH, LEARN AND LISTEN

19. Myths • “Strong Leader” Myths • You have to be born to be a leader • The leader determines success or failure • The leader is always in charge • When becoming to leader, You need to change your style • The “Real Team” Myths • Team-work = Team Performance • Top teams need to build consensus • Top teams should always function as a team • Teams at the top “set the example” It’s a team because we say so • Right person, right job = Right Team • Team purpose = Company Mission

20. Nokia Values • Respect of individual • Continuous learning • Achievement • Customer satisfaction

21. How do we really implement our values ? • Who get promoted ? • Who get time off without need for explanations ? • Who sit where ? • Who attend meetings ? • Who asks questions ? • What kind of questions is asked by bosses by workers ? • What type of people is hired ? • What type of learning goes on ? • What are people complaining about ? • Who do people leave or stay ?

22. MASLOW Personal Needs Management needs Freedom Afterward/life Esthetics Self-fulfillment Empowerment Prestige, esteem Coaching Affinity (Social) Leadership, Teams Safety, security Management Physiological Manager=Dictator 1960 1970 1980 1990 2000 2010 Time Needs for leadership Collaborative Leadership / Balanced scorecard

23. Leadership ... • Mahatma Gandhi : “I can’t teach if I don´t know, I can’t lead if I don’t believe” • It is a lifestyle, our leading values defines our attitudes, actions, and behaviors. How I see the world ? • True leaders take charge, make things happen, dream dreams and then turns them into reality • Leader needs “total” confidence from the members of the team • Leaders attracts, they are magnets, the voluntary commitment of followers, energize them and transform organizations into new entities with great potential for survival, growth and excellence. • Effective leadership empowers an organization to maximize its contributions to the well-being of its members and to the large society of which it is apart. • From position power to the personal power. We can't lead with power, lead with love. Our team members does not respect us how much we know but how much we care.

24. ... Leadership • Show love, let members of teams to see You as a member of team • Right people right place with right authority • Coaching, leading, empowerment... basically we are talking about same thing • Concentrating more to empower individuals than telling how to do things • Coaching is carrying individual to the goal, where person is not able to go by own • A coach can make a good player, but only player can make itself to be a superplayer • “Eagle Scope”, leading is more planning than reacting. • Supporting and associating individual and corporate needs • PUSH THE SYSTEM, NOT DRIVE THE SYSTEM

25. TEAM MANAGEMENT Leading Your Team Ref:The BestOfTeams 97

26. Team Definition ... • SEI/CMM definition for a team • ”A collection of people, often drawn from diverse but related groups, assigned to perform a well-defined function for an organization or a project. Team members may be part-time participants of of the team and have other primary responsibilities.” • Is there something wrong, are we talking about same thing ? • A team is more organism than an organization. Usually team is only a collection of individuals. • People working together towards a common goal • Working together = members of teams needs each other • The classic example is the blind, the dumb and the deaf • A “Real” Team is • bounded and stable over time (who’s member, who’s not) • interdependent for a common goal • authority to manage own work and internal processes • Each team needs identity, process/methods and team-work as well leader who takes care of leading team towards vision

27. Stage Performing Norming Storming Forming Time ... Team Definition • Size of team does not matter ! • Teams are part of systems • “Team is more than a number of brilliant individuals advisers. It is a group of people who understand each other, who know individual strengths and weakness and who co-operate with one another” • Developing teams is more a process than a project. Target is to be the best that You can be. • Team stages

28. Belbin Plant Resource investigator Co-ordinator Shaper Monitor evaluator Team worker Implementer Completer-finisher Specialist Margerison and McCann Creator Innovator Explorer Promoter Assessor Developer Thruster Organizer Concluder Producer Controller Inspector Upholder Maintainer Reporter Advisor Linker Team roles

29. Teams in Organization Purpose Common goal Purpose What is good for Nokia is good for Finland ! Purpose What is good for Company is good for Employer ! Process/ Methods Team-work The environment of team-work 1. Team Systems 2. Organization Community Systems 3. World around us

30. The ingredients of a successful team • Related to the purpose. It should be • Clear, Elevating • Altruistic, achievable, constant • Important to the enterprise and its customers • Focused : “Inch wide, mile deep” • Related to systems and methods. Theyshould be • Based on proven improvement strategies and data & statistical thinking • Helpful in Planning, Problem- and decision solving, Documentation, Communication • Facilitating change, Integrating improvements into everyday use • Related to team-work. It should be characterized by • Active support from management • Clarify of roles and expectations • Freedom to work in this effort without intrusion from other non-emergencies • Access to those skilled in the improvement methodologies • Skills in meeting management, discussion planning and facilitation • Giving and receiving feedback • Caring, trust, pride and joy

31. Team Based Organization Quality • Team based organizations includes operational teams as well as management teams • Each operational team have several sub-teams • Management teams are cross-functional • Members from each technology groups as well from marketing, sourcing etc. • One person can be member in several teams but only one team is the “home-team” • Individuals does have two boss. The “home-team” leader is the “long-rate-plan-oriented-leader” and “visitor-team” leader is the “task-oriented-manager” Management Team Sourcing HW RF SW

32. A Leading approach to teams strategy • Management Commitment : Common purpose and vision to lead teams in organization • Focus on assumptions, not just fixing problems • Self discovery rather than teaching • People should discover themselves • Must be able to set a course toward a destination that others will recognize as real progress for the team vision so compelling that almost everyone on the team will want to help it happen. • Casual involvement vs. personal commitment • Nominal “20-60-20” in team • 20 % of your personnel belief on You, 20 % hates You. Last 60 % are confused, they are between two rocks • Usually managers concentrain too much time and effort to the first 20 %

33. Leader’s Position in a team • Leader's scope is the "Eagle's scope" • Leading is always being on the boundary • The scope is to watch all activities, resources etc from higher perspective • Daily task oriented = Managing • Managing tasks defined by a leader • What tasks should be done ? • How tasks should be done ? • What we are doing today ? • Long rate plan oriented = Leading • Are we doing right tasks ? • Are we doing tasks right ? • Where are we going ? • What is our vision ? • How we can go the vision ? • What kind of new skills we need in the future ? • One person can be a manager and a leader, but the best is if they are separate persons. Design Engineer : Self-Management Team Manager : Daily Task Oriented Line Manager : Long Rate Plan Oriented

34. CONCLUSION Professional management for professional SW designers! Trust to teams ! Implement Your values ! Love what You Do ! Celebrate ! START TO DO IT, NOW !