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Software Management Topics Presentation Transcript
1.Software management topics
2.Team Management
3.Outline of Lecture
Team structures
Leadership
Getting the most out of the team
Team structures
Leadership
Getting the most out of the team
4.Leadership Styles
Autocratic (Boss-Centred)
Manager makes decision and announces it
Manager sells decision
Manager presents ideas and invites questions
Manager presents tentative decision subject to change
Manager presents problem, gets suggestions, makes decision
Manager defines limits, asks group to make decision
Manager permits sub-ordinates to function within limits defined by superior
Autocratic (Boss-Centred)
Manager makes decision and announces it
Manager sells decision
Manager presents ideas and invites questions
Manager presents tentative decision subject to change
Manager presents problem, gets suggestions, makes decision
Manager defines limits, asks group to make decision
Manager permits sub-ordinates to function within limits defined by superior
5.People Management
6.People Management
Team structures
organic
Team structures
organic
7.Team Building
Ensure commitment to goal
Team loyalty to one another
Obtain team agreement
Encourage contributions and views
Listen to views - take action!
Ensure commitment to goal
Team loyalty to one another
Obtain team agreement
Encourage contributions and views
Listen to views - take action!
8.Organise team to give clear responsibilities and structure
Optimise team size5 - 10 people per team
Breakdown of team should minimise need for co-ordination
Realistic but positive leadership
Work closely with customers
Manage conflict
Optimise team size5 - 10 people per team
Breakdown of team should minimise need for co-ordination
Realistic but positive leadership
Work closely with customers
Manage conflict
9.Communication
Within Team
Team Meetings
Newsletters
Noticeboard / Wallchart
Top / Down & Bottom / Up
Peer to Peer
Formal System Information
eg change requests, new CASE tool
Within Team
Team Meetings
Newsletters
Noticeboard / Wallchart
Top / Down & Bottom / Up
Peer to Peer
Formal System Information
eg change requests, new CASE tool
10.External to Team
11.Productivity
12.Goal Setting – Short Term
13.Use of job reviews / Appraisals
frequency?
major objectives
development of staff
review objectives
No shocks
frequency?
major objectives
development of staff
review objectives
No shocks
14.Change Management
15.Outline of lecture
The change process
The role of IS in change
Managing the change process
Some issues for consideration
The change process
The role of IS in change
Managing the change process
Some issues for consideration
16.How Do We Manage The Customer?
Know their business
Set clear responsibilities
Communicate frequently
Involve them throughout
Manage expectations
Use contracts
Plan for changeover
Know their business
Set clear responsibilities
Communicate frequently
Involve them throughout
Manage expectations
Use contracts
Plan for changeover
17.Communication
Users involved throughout project
Inform of changes to plan or design
Demonstrate system early
Report progress
Ensure users report problems
Communicate information on new releases
Use of contracts / service level agreements
Measure satisfaction
Get to know the customers
Users involved throughout project
Inform of changes to plan or design
Demonstrate system early
Report progress
Ensure users report problems
Communicate information on new releases
Use of contracts / service level agreements
Measure satisfaction
Get to know the customers
18.Managing Expectations
The user’s views of what to expect develop throughout the project
20% of programming will give 80% of functionality - Code this first!
The user’s views of what to expect develop throughout the project
20% of programming will give 80% of functionality - Code this first!
19.Some Guidelines:
Tell them the worst
Keep the good news until it is certain
Prepare users for problems
Be clear on essential vs. desirable
Do not assume functions should be computerised
Tell them the worst
Keep the good news until it is certain
Prepare users for problems
Be clear on essential vs. desirable
Do not assume functions should be computerised
20.Managing The Implementation
Preparation for ‘live’ running
Procedures
Training
Conversion Planning
Regression Plan
Going ‘Live’
Conversion Of Data
Technical Environment
Software Release
Version Control
Hardware Installed
Customer Acceptance
Preparation for ‘live’ running
Procedures
Training
Conversion Planning
Regression Plan
Going ‘Live’
Conversion Of Data
Technical Environment
Software Release
Version Control
Hardware Installed
Customer Acceptance
21.Why Do Implementations Fail?
System does not meet requirements
Lack of planning
Lack of management action after implementation
No success factors to judge by
Lack of training
Poor user morale / no desire
Over expectations
Benefits not achieved
Resistance to change
System does not meet requirements
Lack of planning
Lack of management action after implementation
No success factors to judge by
Lack of training
Poor user morale / no desire
Over expectations
Benefits not achieved
Resistance to change
22.Changing the organisation
23.Trigger
Opportunity / threat / crisis
Vision
Define the future
Conversion
Persuade / detail the structure
Maintenance
Sustain belief, reinforce & justify
Opportunity / threat / crisis
Vision
Define the future
Conversion
Persuade / detail the structure
Maintenance
Sustain belief, reinforce & justify
24.IS as organisational change
25.Issues with IS development practices
26.Issues with IS development practices
System design considered to be a technological function
Socio-technical aspects ignored
Approaches to development tend to be deterministic rather than an emancipatory
Radical change brings high levels of risk
Outsourcing can exacerbate the problems
System design considered to be a technological function
Socio-technical aspects ignored
Approaches to development tend to be deterministic rather than an emancipatory
Radical change brings high levels of risk
Outsourcing can exacerbate the problems
27.A positive response to change
28.A potential ‘user’
“The less I know about plans to change, the more I assume, the more suspicious I become, and the more I direct my energy into resistance.
Once I feel manipulated, or uninvolved, I will inevitably tend to veer towards a negative view of the change and its effect on me.”
“The less I know about plans to change, the more I assume, the more suspicious I become, and the more I direct my energy into resistance.
Once I feel manipulated, or uninvolved, I will inevitably tend to veer towards a negative view of the change and its effect on me.”
29.A negative response to change
Denial
Anger
Bargaining
Depression
Testing
Acceptance
Denial
Anger
Bargaining
Depression
Testing
Acceptance
30.User participation
Correlation between participation & satisfaction
User participation is higher at all stages of in-house development compared with external (Gasson & Holland, 1995)
How do we encourage participation in global software development?
Correlation between participation & satisfaction
User participation is higher at all stages of in-house development compared with external (Gasson & Holland, 1995)
How do we encourage participation in global software development?
31.Issues ...
Change is political not logical
Cultural issues need consideration
Power is a major factor in resistance and success
Does radical or incremental change work best?
Change is political not logical
Cultural issues need consideration
Power is a major factor in resistance and success
Does radical or incremental change work best?
32.Summary
Change is not just a technological issue
Management of users in the change process can lead to satisfaction
Some models of change ignore the incremental innovation in most organisations
Change is not just a technological issue
Management of users in the change process can lead to satisfaction
Some models of change ignore the incremental innovation in most organisations
33.Managing the IS Productivity Paradox
34.Outline of lecture
Why the paradox?
Justification techniques - old & new
Demonstrating the IS contribution
Why the paradox?
Justification techniques - old & new
Demonstrating the IS contribution
35.Why the productivity paradox?
Amount of money spent
Benefits not matching investment
IS over hyped?
Competitive advantage - disaster dichotomy
Difficulty in estimating costs and measuring benefits
Timing of returns
Amount of money spent
Benefits not matching investment
IS over hyped?
Competitive advantage - disaster dichotomy
Difficulty in estimating costs and measuring benefits
Timing of returns
36.IS Applications
37.Intranet application cycle
38.Types of justificationCost / benefit
Payback period
RoI
Cashflow
Business Value
RoM
Information Economics
Strategic Value
CSF
Payback period
RoI
Cashflow
Business Value
RoM
Information Economics
Strategic Value
CSF
39.Changing nature of IS justification
40.Cost / benefit
Payback period
RoI
Cashflow
Business Value
RoM
Information Economics
Strategic Value
CSF
Payback period
RoI
Cashflow
Business Value
RoM
Information Economics
Strategic Value
CSF
41.Investment Decisions
42.Cost / Benefit Analysis
COSTS:
Installation
Running
BENEFITS
Tangible
measurable now
Indeterminate
measurable afterwards
Intangible
not measurable
Simple Payback Equation
Time = Installation Costs
Period Benefits (p.a.) - Running Costs (p.a)
43.Presentation Of Cost/Benefit Analysis
COSTS:
Installation
Running
BENEFITS
Tangible
measurable now
Indeterminate
measurable afterwards
Intangible
not measurable
Simple Payback Equation
Time = Installation Costs
Period Benefits (p.a.) - Running Costs (p.a)
43.Presentation Of Cost/Benefit Analysis
44.Information Economics
45.Demonstrating the IS contribution
Measuring Success
Agreed success factors
Balanced scorecard
Management of Benefits
Moving towards an interpretive view
Measuring Success
Agreed success factors
Balanced scorecard
Management of Benefits
Moving towards an interpretive view
46.Balanced Scorecard
47.Moving from a rational to interpretive view
48.Management of Benefits
Benefit is with business change not IT (Earl, 1992)
Perceptions of benefits differ from reasons for investment (Ward et al, 1996)
Companies are poor at benefit management
Not just a ‘justification’ issue
Benefit is with business change not IT (Earl, 1992)
Perceptions of benefits differ from reasons for investment (Ward et al, 1996)
Companies are poor at benefit management
Not just a ‘justification’ issue
49.Ensuring The Rewards Are Reaped
Maximising Benefits
Winning over the users
Training / Procedures
Plan to gain benefits (&rigorously manage accordingly)
eliminate functions
regroup staff
Contingency plans
Selling to multiple customers or other companies
Maximising Benefits
Winning over the users
Training / Procedures
Plan to gain benefits (&rigorously manage accordingly)
eliminate functions
regroup staff
Contingency plans
Selling to multiple customers or other companies
50.Minimising Costs
Good planning and control
Being effective in development
Controlling suppliers
Managing risks
Reducing maintenance
minimising cost of making change
minimise number of changes
Good planning and control
Being effective in development
Controlling suppliers
Managing risks
Reducing maintenance
minimising cost of making change
minimise number of changes
51.A process model of benefits management
52.Summary
Implementing the strategic IS plan requires significant investment, often leading to disappointment
Investment needs to be justified, but this cannot be purely financial
Investment needs evaluation to ensure benefits are as planned
Implementing the strategic IS plan requires significant investment, often leading to disappointment
Investment needs to be justified, but this cannot be purely financial
Investment needs evaluation to ensure benefits are as planned
53.Advances in IS Project Management
54.Historical view of IS Management
55.Forces shaping IS function
56.The IS Project Manager
57.Transforming the IT function
58.Emerging IS function
59.Capabilities
60.Effective IS Management
61.Process Management
62.Sourcing of IS
63.Product Management
IT management is business management
Delivering strategic business change
Process re-engineering
Business re-engineering
Developing a flexible infrastructure
Adaptive to technology
IT management is business management
Delivering strategic business change
Process re-engineering
Business re-engineering
Developing a flexible infrastructure
Adaptive to technology
64.Changing emphasis of IT management
65.Managing IS Complexity
66.The need for R&D
Aim:
to understand the potential of emerging & existing technologies
to be able to respond quickly to competition & customer needs
Steps:
awareness of field - gain intelligence
evaluation & judgement about technology
ability to manage chosen technology
adopt & adapt technology
Aim:
to understand the potential of emerging & existing technologies
to be able to respond quickly to competition & customer needs
Steps:
awareness of field - gain intelligence
evaluation & judgement about technology
ability to manage chosen technology
adopt & adapt technology
67.Managing the infrastructure
Establish standards
Complex distributed networks
Globalisation Issues
reliability of international phone lines
resistance to standardisation
global communication standards
time zones
Discontinue groups & technology
Managing vendors
Establish standards
Complex distributed networks
Globalisation Issues
reliability of international phone lines
resistance to standardisation
global communication standards
time zones
Discontinue groups & technology
Managing vendors
68.Innovation Management
69.Innovation
“Creativity is thinking up new things. Innovation is doing new things. …. Ideas are useless unless used”Theodore Levitt
70.“We do not tolerate failure”
A recent IT job advert
“Creativity is thinking up new things. Innovation is doing new things. …. Ideas are useless unless used”Theodore Levitt
70.“We do not tolerate failure”
A recent IT job advert
71.A Case Study Product Management Issues
Rapid changes in the market place
First product often wins significant market share
IS function needs to be seen to be profitable
Applications are developed as one-off activities
Reuse limited to ‘cut and paste’ approaches or low level components
Rapid changes in the market place
First product often wins significant market share
IS function needs to be seen to be profitable
Applications are developed as one-off activities
Reuse limited to ‘cut and paste’ approaches or low level components
72.Software Maintenance
Types of maintenance
corrective
adaptive
perfective
Significant cost of maintenance
Poor perception
Lacks good staff & continuity from development team
Patchwork changes not strategic re-engineering
Types of maintenance
corrective
adaptive
perfective
Significant cost of maintenance
Poor perception
Lacks good staff & continuity from development team
Patchwork changes not strategic re-engineering
73.Moving from Backroom to Boardroom
Build a responsive IT infrastructure to enable change
Use ‘business level’ components as well as low level components
helps executives relate to reuse
Components
clear interfaces and behaviour; reusable
Manage the risk of poor components
Build a responsive IT infrastructure to enable change
Use ‘business level’ components as well as low level components
helps executives relate to reuse
Components
clear interfaces and behaviour; reusable
Manage the risk of poor components
74.A Packaged Software Organisation
75.Product Portfolio
76.Component Architecture
77.Organisational Structure
78.A Flexible Approach
Build for change
Components reduce repetitious work
Reduces lead time to market
Avoids mass legacy systems
Involve executives in maintenance decisions for added value of current products
Build for change
Components reduce repetitious work
Reduces lead time to market
Avoids mass legacy systems
Involve executives in maintenance decisions for added value of current products
79.Summary
We need to manage people, process and product:
IS management needs to deliver suitable products in response to business pressures
Processes need to be continually improved and adapted
Software delivery is primarily about people management
The future: “chaos not panaceas” (Baskerville and Smithson, 1995)
We need to manage people, process and product:
IS management needs to deliver suitable products in response to business pressures
Processes need to be continually improved and adapted
Software delivery is primarily about people management
The future: “chaos not panaceas” (Baskerville and Smithson, 1995)
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