Managing peopleObjectivesTopics coveredPeople in the processPeople management factorsSelecting staffStaff selection case study 1Staff selection case study 2LessonsStaff selection factors 1Staff selection factors 2Motivating peopleHuman needs hierarchyNeed satisfactionIndividual motivationPersonality typesSlide 17Motivation balanceManaging groupsFactors influencing group workingGroup compositionSlide 22Group leadershipGroup cohesivenessTeam spiritDeveloping cohesivenessGroup loyaltiesGroup communicationsSlide 29Group organisationInformal groupsExtreme programming groupsChief programmer teamsProblemsWorking environmentsEnvironmental factorsWorkspace organisationOffice layoutThe People Capability Maturity ModelP-CMM ObjectivesP-CMM levelsThe people capability modelKey pointsSlide 44©Ian Sommerville 2004 Software Engineering, 7th edition. Chapter 25 Slide 1Managing peopleManaging people working as individuals and in groups©Ian Sommerville 2004 Software Engineering, 7th edition. Chapter 25 Slide 2ObjectivesTo explain some of the issues involved in selecting and retaining staffTo describe factors that influence individual motivationTo discuss key issues of team working including composition, cohesiveness and communicationsTo introduce the people capability maturity model (P-CMM) - a framework for enhancing the capabilities of people in an organisation©Ian Sommerville 2004 Software Engineering, 7th edition. Chapter 25 Slide 3Topics coveredSelecting staffMotivating peopleManaging groupsThe people capability maturity model©Ian Sommerville 2004 Software Engineering, 7th edition. Chapter 25 Slide 4People in the processPeople are an organisation’s most important assets.The tasks of a manager are essentially people-oriented. Unless there is some understanding of people, management will be unsuccessful.Poor people management is an important contributor to project failure.©Ian Sommerville 2004 Software Engineering, 7th edition. Chapter 25 Slide 5People management factorsConsistency•Team members should all be treated in a comparable way without favourites or discrimination.Respect•Different team members have different skills and these differences should be respected.Inclusion•Involve all team members and make sure that people’s views are considered.Honesty•You should always be honest about what is going well and what is going badly in a project.©Ian Sommerville 2004 Software Engineering, 7th edition. Chapter 25 Slide 6Selecting staffAn important project management task is team selection.Information on selection comes from:•Information provided by the candidates.•Information gained by interviewing and talking with candidates.•Recommendations and comments from other people who know or who have worked with the candidates.©Ian Sommerville 2004 Software Engineering, 7th edition. Chapter 25 Slide 7Staff selection case study 1©Ian Sommerville 2004 Software Engineering, 7th edition. Chapter 25 Slide 8Staff selection case study 2The next stage is to try and find people from within the company withthe necessary skills. Howev er, the company has expanded significantlyand has few staff available. The best that Alice can negotiate is to havehelp from an alarm expert (Fred) for 2 days/week. She thereforedecides to advertise for new project staff, listing the attributes thatshe’d like:1. Programmi ng experience in C. She has decided to develop all theassistive technology control software in C.2. Experience in user interface design. A UI designer is essential butthere may not be a need for a full-time appointment.3. Experience in hardware interfacing with C and using remotedevelopment systems. All the devices used have co mplex hardwareinterfaces.4. Experience of working with hardware engineers. At times, it will benecessary to build completely new hardware.A sympathetic personality so that they can relate to and work with elderly people who areproviding requirements for and are testing the system.©Ian Sommerville 2004 Software Engineering, 7th edition. Chapter 25 Slide 9LessonsManagers in a company may not wish to lose people to a new project. Part-time involvement may be inevitable.Skills such as UI design and hardware interfacing are in short supply.Recent graduates may not have specific skills but may be a way of introducing new skills.Technical proficiency may be less important than social skills.©Ian Sommerville 2004 Software Engineering, 7th edition. Chapter 25 Slide 10Staff selection factors 1©Ian Sommerville 2004 Software Engineering, 7th edition. Chapter 25 Slide 11Staff selection factors 2©Ian Sommerville 2004 Software Engineering, 7th edition. Chapter 25 Slide 12Motivating peopleAn important role of a manager is to motivate the people working on a project.Motivation is a complex issue but it appears that their are different types of motivation based on:•Basic needs (e.g. food, sleep, etc.);•Personal needs (e.g. respect, self-esteem);•Social needs (e.g. to be accepted as part of a group).©Ian Sommerville 2004 Software Engineering, 7th edition. Chapter 25 Slide 13Human needs hierarchyPhysiological needsSafety needsSocial needsEsteem needsSelf-realisation needs©Ian Sommerville 2004 Software Engineering, 7th edition. Chapter 25 Slide 14Need satisfactionSocial•Provide communal facilities;•Allow informal communications.Esteem•Recognition of achievements;•Appropriate rewards.Self-realization•Training - people want to learn more;•Responsibility.©Ian Sommerville 2004 Software Engineering, 7th edition. Chapter 25 Slide 15Individual motivation©Ian Sommerville 2004 Software Engineering, 7th edition. Chapter 25 Slide 16Personality typesThe needs hierarchy is almost certainly an over-simplification of motivation in practice.Motivation should also take into account different personality types:•Task-oriented;•Self-oriented;•Interaction-oriented.©Ian Sommerville 2004 Software Engineering, 7th edition. Chapter 25 Slide 17Personality typesTask-oriented. •The motivation for doing the work is the work itself;Self-oriented. •The work is a means to an end which is the achievement of individual goals - e.g. to get rich, to play tennis, to travel