CS 501 Software Engineering Fall 2000 Lecture 25

CS 501: Software Engineering Fall 2000 Lecture 25 Management III Managing People

Administration Return 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 again If any repairs needed, please swap for replacement since warranty runs out on December 15. 2

Administration Early examination December 7, 10: 00 to 11: 30, Upson 5130 Send email to rosemary@cs. cornell. edu if you plan to take the early examination, by December 5 All laptops and wireless cards must be returned before the examination 3

Administration See "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 client 4

Managing People Theoretical: • Organizational behavior • Industrial psychology Group behavior • Cognitive fundamentals Economic motivation 5

Maslow's Hierarchy of Needs Self-realization needs Esteem needs Social needs Safety needs 6 Physiological needs

Software 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 • 7 People are productive when happy and happy when productive

Software is Built by Teams • Best size for a team is 3 to 8 people • Team members may include: developers (from trainee to expert) domain experts graphic or interface designers software librarians testers • 8 Teams must have: administrative leadership (manager) technical leadership

Group Working 20% non-productive 30% working alone 9 50% interaction with others

Communication • Informal Kitchen, smokers' doorway, after work, etc. Walkabout (tours) Ad hoc meetings • Staff meetings (non-technical) Example: Tektronics • 10 Technical meetings Facilitation Record of decisions

Administrative Leader (Manager) 11 • Personnel Assigning tasks Hiring, promoting, etc. • Resources Budgets Space, facilities Equipment • Project management Relationships with other teams and clients Project plan and schedule

Hiring Criteria Productivity is a combination of: 12 • • Analytic ability Verbal ability and communication skills Education Application domain knowledge • • Adaptability and inquisitiveness Personality and attitude • • Platform experience Programming language experience

Staff Retention 13 • Technically interesting work up to date hardware and software opportunities to learn and experiment • Feeling of appreciation management recognition money and promotion • Working conditions space, light, noise, parking flexibility • Organizational dynamics

Firmness Managers 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 indispensable 14

Technical Challenges • Canceling projects Example: the Andrew window manager • Changes of environment Example: the World Wide Web • 15 Technical tinkering v. needed re-engineering

Turning a Group Around To 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 areas Brutal and abrupt rarely equals persistent and firm 16

How to be Led As a junior member of a team, what can you do to make it productive? 17