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CORNELL CS 501 - Lecture 20 Managing People

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CS 501: Software EngineeringAdministrationQuiz 3, Question 1Quiz 3, Question 1 (continued)PowerPoint PresentationMerger of Two RetailersPart (i): Technical ApproachesPart (ii): RisksParts (iii) and (iv): Option IIManaging PeopleMaslow's Hierarchy of NeedsSoftware Engineering BasicsSoftware is Built by TeamsGroup WorkingCommunicationAdministrative Leader (Manager)Hiring CriteriaStaff RetentionSalariesFirmnessTechnical ChallengesTurning a Group AroundHow to be LedTo Build and Maintain a Strong Team1CS 501 Spring 2002CS 501: Software EngineeringLecture 20Managing People2CS 501 Spring 2002AdministrationAssignment 3Remember to submit your reports and questionnairesDiscussion ClassAttendSpeak!Let me know out of class if you want to be called on more often3CS 501 Spring 2002Quiz 3, Question 1Two online retailers, A and B, have agreed to merge. They have separate computer systems. Each has separately developed (i) a product database with information about products, suppliers and prices, and (ii) a customer database of customer accounts. You are the Chief Information Officer responsible for combining the two systems into a single system. The strategy chosen is to combine the two product databases into a single database, using the software developed by retailer A, but keep the lists of customer separate. Customers should be unaware of the change, so that, to the customers, retailers A and B continue to appear to be separate.4CS 501 Spring 2002Quiz 3, Question 1 (continued)(a) List two technical approaches for combining the two systems. (b) What are the risks associated with each approach? (c) Select the approach that appears likely to have the least risk. (d) Draw a system architecture diagram for this approach.5CS 501 Spring 2002??????AABBFrom Lecture 13Merger of Two Banks: Options6CS 501 Spring 2002AABBCustomer Database ACustomer Database BProduct Database AMerger of Two Retailers?7CS 501 Spring 2002Part (i): Technical ApproachesI. Minimal changes to the interfacesModify User Interface B so that it can get product information from Product Database A.Modify Customer Database B so that it can interact with Product Database A (if needed).II. Retire Customer Database BModify User Interface B so that it can get product information from Product Database A and customer information from Customer Database A.Modify Customer Database A to hold both customer lists and merge information about the customers of B.8CS 501 Spring 2002Part (ii): RisksI. Minimal changes to the interfacesNeed to maintain two separate systems indefinitelySemantic differences between systems may make transparent interface(s) impossibleII. Retire Customer Database BMajor effort required to convert Customer Database B within short time span, very likely needing new data elements or relationsUser Interface B may need major changes9CS 501 Spring 2002AABBCustomer Database AProduct Database AParts (iii) and (iv): Option II10CS 501 Spring 2002Managing PeopleTheoretical• Organizational behavior• Industrial psychology Group behavior• Cognitive fundamentalsEconomic motivation11CS 501 Spring 2002Maslow's Hierarchy of NeedsSelf-realization needsEsteem needsSocial needsSafety needsPhysiological needs12CS 501 Spring 2002Software 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 productive13CS 501 Spring 2002Software 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 leadership14CS 501 Spring 2002Group Working50%interaction with others20%non-productive30%working alone15CS 501 Spring 2002Communication• InformalKitchen, smokers' doorway, after work, etc.Walkabout (tours)Ad hoc meetings• Staff meetings (non-technical)Example: Tektronics• Technical meetingsFacilitation Record of decisions• Management of teams dispersed across locations16CS 501 Spring 2002Administrative Leader (Manager)• PersonnelAssigning tasksHiring, promoting, etc.• ResourcesBudgetsSpace, facilitiesEquipment• Project managementRelationships with other teams and clientsProject plan and schedule17CS 501 Spring 2002Hiring 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 experience18CS 501 Spring 2002Staff 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 dynamics19CS 501 Spring 2002SalariesAny software developer in the USA has plenty of money to live on (food, clothing, heat, etc.).Salaries are used to satisfy the top levels of Maslow's Hierarchy:self-realizationesteemThe absolute level of salary is less important than its relative level and how it is presented:"The annual raise is 5%, but you are getting 6%.""Our salaries are in the top 25% of similar companies."20CS 501 Spring 2002FirmnessManagers 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 indispensable21CS 501 Spring 2002Technical Challenges• Canceling projectsExample: the Andrew window manager• Changes of environmentExample: the World Wide Web• Technical tinkering v. needed re-engineering22CS 501 Spring 2002Turning 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 firm23CS 501 Spring 2002How to be LedAs a


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CORNELL CS 501 - Lecture 20 Managing People

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