Transcript CIS 3300: Requirements Engineering

Team Dynamics
 Tuckman Team Development Model
 Practical Considerations
 Hints for Working in Teams
1
© 2009 CIS
Tuckman Team Development Model
 Four stages to high performance




Forming
Storming
Norming
Performing
 Two areas of personal development
 Personal relationships
 Task functions
3
© 2009 CIS
Stages of Team Development
 Each stage is needed
 Each stage builds on the previous stage
 Skipping a step negatively affects team
performance
 For each major new challenge or
change, the process repeats
4
© 2009 CIS
Forming
 Establishing base level expectations for
the work to be done
 Agreeing on common goals
 Making contact - getting to know each
other
 “Why are we here?”
5
© 2009 CIS
Forming
continued
 Typical of this stage
 milling around, confusion, impersonal, polite
/ superficial
 Action steps





set goals
establish roles
identify team members
team member introductions
set initial ground rules
6
© 2009 CIS
Storming
 Expressing differences of ideas,
feelings, opinions
 Reacting to leadership
 Team members are independent,
not working together
7
© 2009 CIS
Storming
continued
 Typical of this stage
 frustration, attacking, conflict, cliques,
feeling stuck
 Action steps
 listen to each other
 spend time together
 work actively to set a supportive
environment
 build trust by honoring commitments
8
© 2009 CIS
Norming
 Developing team patterns that
work
 Cohesion beginning
 Establish procedures
 Giving constructive feedback
 Confronting issues
9
© 2009 CIS
Norming
continued
 Typical of this stage
 members agree about roles and processes for
problem solving
 decisions made through negotiation and consensus
building
 Action steps






recognize and reinforce “synergy” behavior
share rewards for successes
constant communication
share responsibility
delegate freely within the team
be selective of new team members
10
© 2009 CIS
Performing
Team members feel very motivated
High pride in the team
“We” versus “I” orientation
Individuals defer to team needs
High trust
High openness and support
Little waste - very efficient team
operations
 OK to risk confrontation
 Superior team performance







11
© 2009 CIS
Practical Considerations
 Identify team members
 Match in





availability for team meetings
geographic location
grade goals/expectations
personality styles
get to know your team members
 Good mix of experience and skills
relevant to the project
12
© 2009 CIS
Practical Considerations
continued
 Establish team decision making
rules
 consensus
 majority vote
 how do you break a tie vote?
 Establish team structure
 Assigned roles vs ad hoc task
performance
 responsibilities of roles?
13
© 2009 CIS
Practical Considerations
continued
 Establish team operating procedures
 When / where will team meetings be
held
 Team communications
 Record and distribute discussions and
decisions from team meetings
 Managing the project plan and
maintaining the project workbook
14
© 2009 CIS
Practical Considerations
continued
 Establish team ground rules
 Examples
 Individual assignments must be completed before
the team meeting at which they will be discussed.
 Attendance at meetings is mandatory. If absence
is unavoidable, individual assignments must be
completed and delivered to the team before the
team meeting.
 etc ...
15
© 2009 CIS
Hints for working in teams
 Respect the time and talents of your team
members



Be on time
Be prepared
Be helpful when you have to criticize a team member’s work
 Conduct well managed meetings


Distribute an agenda ahead of time
Take minutes: record key points of discussions and all action
items. Distribute these promptly to all team members
 Do not expect to do all the tasks in the team
meeting


Work independently and in parallel on different parts of the
project
Use team meetings to coordinate, review and integrate the
work
16
© 2009 CIS