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8/6/2019 Launching Monitoring and Controlling
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Launching, Monitoring &
Controlling
Launching
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Launching Launching involves:
Acquiring personnel From finishing projects From lower-priority projects F
rom new hires From contracts
Assembling a cohesive team Maximizing cooperation and synergy Avoiding conflicts
Assigning roles to team members M
apping team members to persona in theplan/schedule Assigning expert roles Assigning leadership roles
Motivating the team
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Acquiring Personnel Personnel should be selected carefully, using:
Performance (on previous projects) They produce high output They can problem-solve
Ability to cooperate (be a team player)
They avoid conflicts with others They trust their team to do their own tasks They understand techniques to work independently
Trustworthiness They give credit where due They do not violate terms of use or licenses They are reliable when given an assignment
Leadership/mentoring abilities They can make decisions, especially difficult ones They can encourage junior team members They lead by example, rather than by lecturing
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Assembling a Cohesive Team People to avoid:
People who dominate all conversations People who never change their tune, even when
outnumbered and clearly proven wrong People who seem to have conflicts in any group situation
People to seek out: People who listen to others People who can accept a unanimous decision, even if they
dont agree with it People who can deal with abrasive personalities or
conflicts C
ooperation factors: Team motivation activities Responsibility Challenge
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Assembling a Cohesive Team How to promote the team attitude:
Have the team accomplish something together e.g. An adventure trip (mountain hike) e.g. Compete in programming contest If the activities can be more personal than professional, it
may turn out to team build more effectively Personal activities cause an employee to drop their defenses The accomplishment can establish mutual trust, as well as
spark friendships
Have the team be ultimately responsible for the product If the product is terrible, the team will be held responsible If the product is brilliant, no-one will steal their thunder T
he responsibility will make team members know their role issignificant in the products (and companys) success This can create a sense of team pride
Try to take away worries, especially individual ones Employees have a hard time committing to a team if they are
worried about their job, money, etc.
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Assigning Roles to Team Members Each of the persona in the schedule needs to be
mapped to an appropriate person
This should be easy, since persona had a list ofrequired and desirable skills
The team members who have the most knowledge in aparticular area are designated as experts
e.g. User interface expert, database expert
Team members who exhibit leadership qualities can beconsidered for team leader
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Leadership Qualities Experience
Experience with successful projects can giveconfidence
Experience with failed projects can force a person toaccept and learn from their mistakes
Previous projects result in more technical expertise
Responsibility
Leaders can delegate responsibility This involves the willingness to let go of a task
This also involves trust in others to do it right
This also requires significant self-confidence, allowingothers to possibly upstage them
Good leaders lead only by example Coding practices are simply just used
They stay late if something is incomplete
They demonstrate success, rather than strive for it
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Leadership Qualities Personality
Leaders can handle a crisis They use patience, and solve the problem the right
way, not panic and have to do it again
Leaders are approachable and easy-going Team members should feel comfortable discussing
their problems with them They do not need to publicly discipline anyone
Leaders are natural motivators They must themselves be a team member They should evoke feelings of pride and unity
Professionalism Leaders know how to write E-Mails & documents They know how to give seminars They know how to dress They know how to act around superiors & customers
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Leadership Roles A leader has many roles:
Decision-making & problem-solving A leader has the expertise to make a confident decision A leader knows who to ask for help
Delegation
A leader should know to whom to delegate responsibilities A leader should trust the delegate to do it A leader should follow up, to ensure progress is being made
Rewards (positive reinforcement) A leader should reinforce good behaviour (e.g. an
achievement) with rewards e.g. Bonuses, stock options, new office/equipment
Punishment (negative reinforcement) A leader may correct bad behaviour with punishments However, this practice is discouraged, as it demotivates
employees A leader may also simply speak with an employee, making it
clear that such behaviour is intolerable
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Motivating the Team IT professionals naturally feel a sense of pride
in their own work
Remember that these people are professionals
Professionals are rarely motivated by money It is possible to make more money doing
something else
Each organization might have their own
motivational priorities However, mostIT professionals care about thesame things
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Motivating the Team Here are some common motivational factors:
Varied and challenging work
A sense of achievement
A sense of responsibility A sense of team unity
Recognition of achievements (public)
Leadership opportunities
Growth opportunities
Intra-team friendships Job security
Financial rewards and pay
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Motivating the Team Here are things project managers can do to improve
motivation:
Alternate project types for employees
Increase responsibility/challenge with experience
Get team to commit to projects Recognize individual and team achievements
Provide leadership/mentoring opportunities
Provide opportunities for upward movement
Provide team-promoting activities
Provide in-house training and/or certification Provide bonuses or stock options
Positive reinforcement
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De-motivating the Team Here are some things managers should try not to do:
Put together team members with a bad history
Force unrealistic schedules onto the team
Force late-night or weekend overtime
Keep incompetent/antagonistic people (free ride) Fail to recognize hard work
Encourage autobahn development
Steal credit for a project away from the team
Negative reinforcement (e.g. public criticism)
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Motivation The start of a project should result in very high motivation
Team members are excited about the prospects of the new project Motivation should remain high if the manager doesnt screw it up! However, as work becomes more mundane, less important,
motivation will naturally decrease
As team members transition to new projects, motivation will transfer
ExcitementAbout
ProspectsWork
SignificanceDecreasing
Motivationfor NextProject
Time
Motivation
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Meeting Lifecycle Forming
Team members are introduced, including their expertise
Storming Decisions about technologies and methodologies Decisions about roles for each team member Conflicts arising over leadership roles
Norming Major decisions are made, so progress is possible Conflicts are resolved, and leaders are chosen Individuals know their roles Significant work can begin
Performing Most productive stage
Work occurs in parallel Cooperation is maximized Team members have mutual respect and trust
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Characteristics of an Effective Team Conflicts are resolved easily
Enthusiasm and commitment
Creative problem-solving
Job satisfaction Team members have a sense of belonging and purpose
Team members cooperate to make decisions
Well-planned and well-controlled meetings
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Characteristics of a Dysfunctional Team Status meetings become gripe sessions
Lack of motivation
Dissatisfaction with work
P
oor communication Lack of mutual respect and/or trust
Meetings that go on and on
People talk at meetings saying the same thing againand again
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Kick-off Meeting A kick-off meeting is a formal way to start a project
It can involve introducing the team members andtheir expected roles
It could involve brainstorming for ideas about theproject
e.g. how to solve some problems
This could be saved for another meeting
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Launching, Monitoring &
Controlling
Monitoring & Controlling
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Monitoring & Controlling Monitoring:
Observing the projects progress
Status reports
Meetings Controlling:
Taking action to increase velocity or quality
Re-organizing team structure
Prevent gold-plating, or the inadequate attention
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Launching, Monitoring &
Controlling
Monitoring
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General Meeting Suggestions Meetings should never be too long
Meetings should never last more than 1 hour, with 30minutes as a good guide
Meeting invitees should be carefully chosen You must invite anyone who might have an opinion in the
decision-making process You should not invite anyone who doesnt need or want to
be there Meetings should be frequent enough to monitor progress
without getting too far off-track Daily meetings are ok for a small team
In this case, they should be 5-20 minutes
Weekly meetings are common The result could be that meetings become tiresome and are
not conducive to active participation and motivation
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Meetings Status meetings
Team members report their status on each of their assigned tasks
In XP, these are daily
In traditional PM, these are weekly
Problem-solving meetings
Team members meet to solve some significant problem thatcame up
The meeting is to quickly discuss and evaluate options, not to dothe work!
Milestone analysis meetings
The team members have completed some milestone
This meeting lets them look back to see how well they did
This is where you would check estimates against actual times, tomeasure velocity and how accurate the estimates were
The QA members, and developers, might comment on the quality
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Documenting Progress There are several approaches to documenting progress:
Amended Gantt charts:
September October November December
User InterfacePrototype
RegistrationDialog
etc
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Documenting Progress There are several approaches to documenting progress:
Milestone trend charts (shown is a stable trend):
Week
On schedule
1
2
3
3
2
1
late
early
1 2 3 4 5 6 7 8 9 10 11 12
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Documenting Progress There are several approaches to documenting progress:
Milestone trend charts (shown is a rising trend):
Week
On schedule
1
2
3
3
2
1
late
early
1 2 3 4 5 6 7 8 9 10 11 12
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Documenting Progress There are several approaches to documenting progress:
Milestone trend charts (anomalous changes shown):
Week
On schedule
1
2
3
3
2
1
late
early
1 2 3 4 5 6 7 8 9 10 11 12
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Documenting Progress There are several approaches to documenting progress:
Earned value analysis charts:
Time
Progress
actual
estimated
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Launching, Monitoring &
Controlling
Controlling
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Problem-Solving Strategy Always remember that a problem is an opportunity
Daniel Cougers problem-solving process:
Define the problem
Compile relevant data
Generate ideas
Evaluate and prioritize ideas
Develop an implementation plan
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Decision-Making Strategies There are several approaches to decision-making:
Directive
The leader makes the decision on behalf of the team
Participative
Everyone on the team contributes to the decision-making
Consultative
The leader consults with team members in order tomake a correct decision her/himself
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Conflict Resolution Strategies There are several approaches to dealing with conflicts:
Avoidant
Team members dont voice their opinions, in order tobe a team player
Combative Team members are overly aggressive with their ideas
and pursue them endlessly
Collaborative
Team members voice their opinions and look for a
mutually satisfactory solution