1University of TorontoDepartment of Computer Science© 2004-5 Steve Easterbrook. This presentation is available free for non-commercial use with attribution under a creative commons license. 1Lecture 15:Managing PeopleOrganizational StructuresBuilding high Performance teamsDealing with problems with team assignmentsUniversity of TorontoDepartment of Computer Science© 2004-5 Steve Easterbrook. This presentation is available free for non-commercial use with attribution under a creative commons license. 2Starting pointYou have a projectYou have been given a teama mixed set of skillsa mixed set of motivationsProblem:How do you get everyone to work together?…and get the job done?2University of TorontoDepartment of Computer Science© 2004-5 Steve Easterbrook. This presentation is available free for non-commercial use with attribution under a creative commons license. 3Scaling up…Communication overhead is exponentialExploit Modularity:????????help!?XUniversity of TorontoDepartment of Computer Science© 2004-5 Steve Easterbrook. This presentation is available free for non-commercial use with attribution under a creative commons license. 4Team OrganizationConway’s Law:The structure of the software reflectsthe structure of the organisation that built itfilterfilterfilterfilterfilterfilterpipepipepipepipepipepipepipepipeobjectobjectobjectobjectobjectmethodinvocationmethodinvocationmethodinvocationmethodinvocationbroadcastmediumagentagentagentagentannounceeventannounceeventlisten foreventlisten foreventbroadcastmediumLayer NLayer N-1Layer 2Layer 1blackboard(shareddata)agentagentagentagentagentagent3University of TorontoDepartment of Computer Science© 2004-5 Steve Easterbrook. This presentation is available free for non-commercial use with attribution under a creative commons license. 5Coordination MechanismsDirect supervisionsimple structure - little formalizationStandardization of work processes“machine bureaucracy” e.g. mass production and assemblyStandardization of work outputs“divisionalized form” e.g. each division has performance targetsStandardization of worker skills“professional bureaucracy” e.g. hospitals, law firms,…Mutual adjustment“adhocracy” e.g. skunkworks, high innovationUniversity of TorontoDepartment of Computer Science© 2004-5 Steve Easterbrook. This presentation is available free for non-commercial use with attribution under a creative commons license. 6Hierarchical TeamsTeam structure matches structure of the softwareDisadvantage: vertical communication is ineffectiveProjectManagerOS interfaceManagerDatabaseManagerApplicationManagerGUIManagerDocumentationManagerTestingManagerDevelopmentManagerDesignManagerMouseManagerScreenManagerSoundManagerGUI LibManager4University of TorontoDepartment of Computer Science© 2004-5 Steve Easterbrook. This presentation is available free for non-commercial use with attribution under a creative commons license. 7Chief Programmer TeamsBased on hospital surgical teamsChief programmer is not a manager - concentrates on technical issuesChiefProgrammerTestersLibrarianSeniorProgrammersAdministrationAssistantChief ProgrammerJuniorProgrammersProjectdatabaseUniversity of TorontoDepartment of Computer Science© 2004-5 Steve Easterbrook. This presentation is available free for non-commercial use with attribution under a creative commons license. 8Matrix OrganizationIdentify specific skill setsAssign people to projects according to needed skillsPeople work on multiple projectsXXXXProject 3XXXXProject 2XXXProject 1TestingQAdata-basesgraphicsreal-timeprogram-ming5University of TorontoDepartment of Computer Science© 2004-5 Steve Easterbrook. This presentation is available free for non-commercial use with attribution under a creative commons license. 9General PrinciplesUse fewer, better peoplePerformance of best programmers better by an order of magnitude!Fit tasks to capabilities and motivations of peopleHelp people to get the most out of themselvesopportunity to accept new challenges and be rewardedBalance the teamE.g. team players vs. star performersPractice “egoless” programmingRemove people who do not fit the teamUniversity of TorontoDepartment of Computer Science© 2004-5 Steve Easterbrook. This presentation is available free for non-commercial use with attribution under a creative commons license. 10High Performance TeamsNurture a team cultureA team is not a familyTeam members help one another, but don’t tolerate freeloadersInstill the right valuesDiscuss examplesReward people who uphold the team valuesBuild trustall feedback is constructivelively & healthy debate about issues and risksEffective CommunicationUse face-to-face whenever possibleUse phone or F2F to resolve email debatesGet everyone using IMEncourage social events for the teamPhysical layout of office space is important6University of TorontoDepartment of Computer Science© 2004-5 Steve Easterbrook. This presentation is available free for non-commercial use with attribution under a creative commons license. 11Organizational ClarityStuff every team member should know:What is the mission of the team?What is the vision for the system to be delivered?How will you measure team success?Who are the project stakeholders?How will you measure project success?Who is responsible for what?What procedures should you follow to do the work?University of TorontoDepartment of Computer Science© 2004-5 Steve Easterbrook. This presentation is available free for non-commercial use with attribution under a creative commons license. 12Who can change the code?Collective OwnershipAnyone can change any code or modelWorks well for small teamsPromotes shared responsibility(Needs good version management tools)Change ControlEach sub-team can only change their subsystemReduces unexpected problems when code changed by othersPromotes development of expertiseMore important on larger projects7University of TorontoDepartment of Computer Science© 2004-5 Steve Easterbrook. This presentation is available free for non-commercial use with attribution under a creative commons license. 13Poisonous People: AnnaAnna knows more about every subject than everyoneelse on the team put together---at least, she thinks shedoes. No matter what you say, she'll correct you; nomatter what you know, she knows better. Annas arepretty easy to spot: if you keep track in team meetingsof how often people interrupt one another, her score isusually higher than everyone else's put together.University of
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