Software Project team effectiveness and five principles

For software project teams, the skills and experience of personnel may have a productivity impact of up to 10 times. In the Mythical man-month, it was mentioned that for a team of 100 people, it is best to keep only 25 experienced project managers for development and disband other members. In fact, a software team cannot require everyone to have rich experience. After full training and extremely high IQ, it is often easier for a cool team to be confused. Therefore, we need to be cautious about the idea of hiring only excellent developers. A better way is to consider how to build a team that is fighting or how to truly ensure the effectiveness of the team.

Balance and work matching are important aspects of the software project team. As long as the balance is lost, the team will become fragile. Just like a successful football team, there are only a few roles and activities such as offense, defense, coaches, substitutes, and passing passes. A great team needs to have key players in every position, but not everyone in the team is a star. Therefore, players should pay more attention to how to win the game, rather than simply individual honors.

Team collaboration is far more important than the total number of individuals. Therefore, the project manager needs to do his/her best to find a suitable position for each person, so that the allocation of talents can reach a balance. With regard to how to provide personnel to software projects, bomm proposes the following five principles:

1. Top talent principle-use better and fewer people

For most projects, there is a natural and appropriate team scale, and too much deviation is not conducive to the use of team initiative. In addition, the team should inevitably have auxiliary work to do. It is necessary to configure some secretaries and auxiliary personnel for the software project team, such as those mentioned in the surgical team of man-month myth, however, we need to clarify that the number of core teams should be as small as possible to ensure a high degree of conceptual integrity.

2. Work matching principle-assigning tasks to persons with matching skills and motivation

It is quite difficult for the software team to identify hard-to-understand individual skills and achieve optimal allocation, and the subjective wishes of the Project Manager may complicate the allocation. The most competent code in the Software Project TeamProgramMembers always want to be promoted to designers and managers, and the pyramid rise caused by Parkinson's Law is more obvious in the software project team. We cannot acknowledge the importance of coding, nor offer higher salaries to efficient coding staff. Good coding staff are all moving up, it is difficult for experienced and efficient coding personnel. Talents cannot give full play to their strengths, which is a dual blow to engineers and managers.

3. Career development principles-help employees achieve self-fulfillment and achieve good results

When new employees enter the team, the career development principle is very effective and can help them improve their skills and realize their own values. It is often difficult for old employees and employees whose skills reach a certain level. It is impossible for organizations or teams to produce many new things or apply new technologies, it is also impossible for the team to always have career development opportunities. In an organization, the most beneficial part of the Organization's training is usually employees of medium or lower levels, while team training is more tactical and focuses on the content that can be applied immediately after the end, rather than paying too much attention to and training new knowledge and technologies in the industry.

4. Group Balancing Principle-select persons that complement and coordinate with others

In software projects, we not only focus on the progress, quality, scope, and cost of the project. You also need to pay attention to the balance of the division of labor, the balance between adventure and conservative, the balance between the external and internal, and the balance between discipline and flexibility. A project may be in danger if the balance is lost in any aspect.

5. The principle of gradual elimination-it is no good for an incompetent person to stay in the Organization.

Being incompetent can give you the reason to find better employees or four to use fewer employees. being incompetent will hinder other team members from achieving their own abilities and damage the balance within the team in some ways, negative effects that cause incompetence to other members of the team and can also generate and obtain compensation in the team.

Software development is a collective movement. The project manager must cultivate a team spirit rather than simply pursuing personal success. Group balancing and work matching should be the primary goal, because the principle of top talents and the principle of gradual elimination must be implemented on the premise of group balancing. In addition, the career development principle cannot be overly emphasized, because over-emphasizing this principle ignores the fact that successful individuals or organizations will not last long in a competitive incentive market.

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