CS 501: Software Engineering Fall 2000AdministrationSlide 3Slide 4Managing PeopleMaslow's Hierarchy of NeedsSoftware Engineering BasicsSoftware is Built by TeamsGroup WorkingCommunicationAdministrative Leader (Manager)Hiring CriteriaStaff RetentionFirmnessTechnical ChallengesTurning a Group AroundHow to be LedCS 501: Software EngineeringFall 2000Lecture 25Management IIIManaging People2AdministrationReturn of laptops and wireless cards-> Dates for return will be announced on "Notices"-> All equipment must be returned before the examination. Bring the receipt to the exam.-> If an extension granted, (e.g., independent research) must return and be issued againIf any repairs needed, please swap for replacement since warranty runs out on December 15.3AdministrationEarly examinationDecember 7, 10:00 to 11:30, Upson 5130Send email to [email protected] if you plan to take the early examination, by December 5All laptops and wireless cards must be returned before the examination4AdministrationSee "Assignments" for information about final presentation and documentation-> Schedule time with client and teaching assistant-> Must demonstrate operational system-> Presentation must include hand-over procedure to client5Managing PeopleTheoretical:• Organizational behavior• Industrial psychology Group behavior• Cognitive fundamentalsEconomic motivation6Maslow's Hierarchy of NeedsSelf-realization needsEsteem needsSocial needsSafety needsPhysiological needs7Software Engineering Basics• Professional staff are the major cost of software• Professional staff vary greatly in productivity=> Ability=> Education and training=> Motivation=> Interaction with colleagues and leaders=> Work environment• People are productive when happy and happy when productive8Software is Built by Teams• Best size for a team is 3 to 8 people• Team members may include:developers (from trainee to expert)domain expertsgraphic or interface designerssoftware librarianstesters• Teams must have:administrative leadership (manager)technical leadership9Group Working50%interaction with others20%non-productive30%working alone10Communication• InformalKitchen, smokers' doorway, after work, etc.Walkabout (tours)Ad hoc meetings• Staff meetings (non-technical)Example: Tektronics• Technical meetingsFacilitation Record of decisions11Administrative Leader (Manager)• PersonnelAssigning tasksHiring, promoting, etc.• ResourcesBudgetsSpace, facilitiesEquipment• Project managementRelationships with other teams and clientsProject plan and schedule12Hiring CriteriaProductivity is a combination of:• Analytic ability• Verbal ability and communication skills • Education• Application domain knowledge• Adaptability and inquisitiveness• Personality and attitude• Platform experience• Programming language experience13Staff Retention• Technically interesting workup to date hardware and softwareopportunities to learn and experiment• Feeling of appreciationmanagement recognitionmoney and promotion• Working conditionsspace, light, noise, parkingflexibility• Organizational dynamics14FirmnessManagers must be firm when needed:• Assignment of tasks must be equitable and open; everybody will have to tackle some of the dreary tasks• Carrots are better than sticks, but poor performance must be addressed.• Nobody is indispensable; nobody should be allowed to think that they are indispensable15Technical Challenges• Canceling projectsExample: the Andrew window manager• Changes of environmentExample: the World Wide Web• Technical tinkering v. needed re-engineering16Turning a Group AroundTo turn a weak group into a strong one is the greatest challenge of leadership• The art of the possible• Promotion of the best over the old leaders• Using opportunities to reorganize• Resignations and terminations• Respect people who try, yet refuse to accept problem areasBrutal and abrupt rarely equals persistent and firm17How to be LedAs a junior member of a team, what can you do to make it
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