Building a Team

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					CSE Senior Design I
   Building a High
 Performance Team
   Instructor: Mike O’Dell
 1         What SD Students Say (about
    Nobody wants to work with someone who will not
     pull their load.
    Most want to work with someone who thinks and
     works like they do.
    Everyone wants to work on a "meaningful", or
     "real world" product.
    Most want their project to be a success.
    Most would like to work on a project that is
     directly relevant to their future/current job.

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 1         What SD Student Say (about
    Everyone wants all of their teammates to be
     honest, trustworthy, and hard-working.
    Only a few of you want to be a team leader.
    Many of you don't understand why you need to
     work on a team - i.e., with other people.
    Not everyone is a “technical expert”.
    Many of you are nervous about your
     presentation/oral communication skills.
    Each of you has a unique set of skills that can
     contribute to your teams/projects success.

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 1         Characteristics of High-Performance
    Discussion: Amish Barn Raising (pp. 273-274)
              Team structure
              Team dynamics
              Other team characteristics
              Why did it work?
    Discussion: Case Study 12.1 (pp. 274-275)
            Team structure, dynamics & characteristics
            Why didn’t it work?
    Discussion: Case Study 12.2 (pp. 277-278)
            Team structure, dynamics & characteristics
            Why did it work?

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 1 Team Productivity
       Studies have shown that productivity of
        teams can vary significantly1
            As much as 5 to 1, in studies where
             backgrounds and experience varied between
            Typically 2.5 to 1 between teams with similar
             backgrounds and experience

   1    Boehm, 1981; DeMarco & Lister, 1985; Weinberg & Schulman, 1974; Boehm, et. al., 1984;
        Valett & McGarry, 1989

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 1         What Makes a High-Performance
   They have a shared, elevating vision or goal
              Buy-in… every single member of the team
              Streamlines decision making on smaller issues
              Provides focus and avoids wasted time
              Builds trust… and cooperation
              Small issues stay small… focus is on BIG GOAL

   The vision MUST be important to the
    organization, and create challenging work

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 1         What Makes a High-Performance
   They have a sense of shared identity
              A sense that you belong together
              A way to distinguish your team from others
              Shared sense of humor
              Satisfaction in teammates’ accomplishments
              “WE,” instead of “I” in your team language
              Competitive FIRE!
   Thoughts/ideas on how you go about
    building this shared identity for YOUR
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 1         What Makes a High-Performance
   They have a results-driven structure
            Organized with max. development speed and
             efficiency in mind
            Clear, and clearly understood, roles for
            Accountability for each individual
            Effective communication system & rules (up-
             down, down-up, across)
            Performance monitoring/measurement
            Decisions are based on FACT, not opinions or
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 1         What Makes a High-Performance
   They have competent team members
            Teams are a blend of individuals, each with
             different key competencies and skills
            Key Competencies
             Strong technical skills in relevant areas
             Strong desire to contribute
             Strong collaborative skills
            Mix of roles… every team must have:
             Organization and Leadership
             Communication capabilities         But… Flexible,
                                                 not Rigid
             Specific technical capabilities

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 1         What Makes a High-Performance
   They have a common commitment to team
            Involves personal sacrifices for the team
             (that you may not make for the larger
            Calls for a commitment of your personal time
             and energy… everyone!
            Each member must know and buy-in to exactly
             what you and your team are committing to…

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 1         What Makes a High-Performance
   They trust each other
            Four components of trust:
            Breach just one… trust is gone!
            Trust is learned, not mandated

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 1         What Makes a High-Performance
   They have interdependence among
            Understand and rely on each other strengths
            Everybody gets to contribute… in the way(s)
             that they are best qualified to do so
            Everybody gets to participate in critical
             decisions that affect the team
            Everybody looks for ways to make other
             members successful
            Result: everyone gravitates to the role in
             which they are most productive!
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 1         What Makes a High-Performance
   They communicate effectively
            Establish preferred ways to communicate
            Stay in touch with each other
            Establish their own “team language” based on
             mutual understanding (Recall Case Study 12.2)
            Express true feelings, without any fear of
             retribution or embarrassment
             Even (or, maybe, especially) the “bad news”

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 1         What Makes a High-Performance
   They have a sense of autonomy
            Feel like you can do whatever you need to do
             to make the project/product successful
            Based on trust within the organization (a.k.a.
             No micro-managing
             No second-guessing
             No overriding tough decisions
             Full support in those “impossible” situations

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 1         What Makes a High-Performance
   They have a sense of empowerment
            The organization gives you the power to do
             what is right for your team
            You can make decisions, within the context of
             your project, and not have them over-turned
            You can make a few mistakes, and not have
             them held against you

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 1         What Makes a High-Performance
   They are “right-sized”
            Small enough to communicate effectively
            Small enough to work efficiently
            Small enough to bond as a team
            Large enough to form a group identity
            Large enough to get the job done
            Large enough to include the right key
             competencies and skills
            Larger projects can usually be broken into
             smaller, more efficient, teams
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 1         What Makes a High-Performance
    They enjoy what they are doing
            Not every enjoyable team is a high-
             performance team… but
            Every high-performance team is enjoyable!
            Shared sense of humor, secret hand-shakes,
             team vocabulary, secret jokes… done in good
             taste, these things can be FUN.

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CSE Senior Design I

Building Your Teams
 1 Assignments
     Submit a short paper that identifies
      your proposed team (due Monday).
     Key points:
           Each team must have 4 or 5 members
           No close friends/significant others on same
           CpE, CS and SwE students will be equitably
            distributed among the teams (per diagram in
            “Day 1” slides)
           Must have a strong leader on each team
           Consider times of availability, travel, project
            choices, etc.
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 1 Assignments
    Due at beginning of Lab next week:
            Individual Assessment Forms
              Make a copy for your and your teams use and reference later

    During the next Lab, each new group will:
            Prepare and turn in a Team Assessment form
             Recommend preparing duplicate for team to keep
            Select top 3 projects in order of preference
            Verify/identify your team leader
            Begin the process…..

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 1 Self-Assessment Form
    Complete using the form on the website
            Clearly mark your answers on the form
            Keep a copy of the form, turn in the original on
             the due date
            After completing your form, get together with
             potential partners and evaluate the possibility
             of forming a competent, high performance

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 1 Ratings on the Form
     Rate yourself from 1 to 5
            1 – definitely not a skill that you possess
            2 – classroom/limited knowledge only
            3 – ok: can do it, but not really well yet
            4 – one or more successful team projects where you
             used this capability
            5 – professional. This is what you do for a living

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 1 Team Assessment/Needs
     In our next lab period, you will begin to evaluate
      your proposed team using the team assessment
     Total score in each skill for all team members is
      the team score
     You may need to assess other skills than those
      listed on the form for your team’s project
     If your team score is low in some areas, you will
      need to be sure your planning includes additional

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 1 First Lab After Teams Set
    First Team Status Report
           Team name!!
           Preliminary roles and responsibilities of individuals
           Team weaknesses identified and plan to resolve
           Early assessment of risks associated with your

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 1 An Effective Team
     Is not an individual, or two
            No “geniuses”
            No “heroes”
            Everyone contributes equally
     Need not be experts on anything
     Must have a leader
     Must have a balance of key competencies
     Must have a balance of relevant skills
     Must have identity/cohesiveness

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 1 Individual Capabilities

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 1 Organizational Capabilities (e.g.)
    Personnel management
    Ability to stay on track
    Ability to keep others on track

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 1 Communication Capabilities (e.g.)
    Written reports/presentations
              Clear and correct English
              Proper format
              Timely
              Good with presentation/visual aids
            Oral reviews/team meetings
            “Sales” presentations
            Training

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 1 Communication Capabilities (e.g.)
    Critical Analysis
            Reviewing materials, plans
            Reviewing/evaluating customer and sponsor
            Clearly conceptualizing difficult ideas/issues
            Understanding and integrating other
            Considering alternative design approaches
            Objective, open-minded, clear-thinker

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 1 Technical Capabilities (e.g.)
     Requirements analysis    Product packaging
     Architectural design     Hardware interface
     Detail design            Source control
     Test design              Change control
     Coding to meet           Knowledge of specific
      specifications            languages
     Test supervision and     Knowledge of specific
      execution                 technologies

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 1 Team Capabilities…
    are the union of individual capabilities
    BUT, a team must have (develop) a
     sufficient level of ALL required
    A high-performance team maximizes its
     capabilities AS A TEAM.
    A high-performance team matches
     individual skills with the job(s) to be done.
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 1 Projects and Teams
    Case Study 13-1: Mismatch
            Characteristics of the team?
            Why it failed?

    Case Study 13-2: Good Match
            Characteristics of the team?
            Why it succeeded?

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