(1-1K to 1-25K)

UNIT-1 : PROJECT EVALUATION & PLANNING nagement - Activities —

Importance of ‘Software Project Ma
re Projects —Setting objectives
Methodologies —Categorization of Softwa
Control — Project portfolio
— Management Principles — Management n
technology — Risk gvglugtio
Management — Cost-benefit evaluation
Project Planning..
— Strategic program Management — Stepwise

UNIT-2 : PROJECT LIFE CYCLE

ce, of P: <
Software process and Process Models — Choi
m ds -~ Dynamic
- Rapid Application development — Agile‘
\ra N
System Development Method - Ext‘remewégg
interactive processes — Basics of Software estimat;
unction points —
Cost estimation techniques — COSMIC Full*f
COCOMO II - a Parametric Productiv lodel.

UNIT-3 : ACTIVITY PLANNIN RISKMANAGEMENT

bt (3-
Objectives of Activity. ing = Project schedules —
Sequencing and scheduling — Network Planning models —
Network Model —Forward Pdss & Backward Pass techiniques
path (CRM) method = Ri den —Risk Planning
entification — Assessment

TROL (4-1Kto4-20K)
| Collggtion of data Visualizing
] nja“lue Analysis — Prioritizing
nge control Software Configuration
Management — Managing contracts Contract Management.

UNIT-5 : STAFFING IN SOFTWARE PROJECTS (5-1K to 5-20 K)

Managing people — Organizational behavior — Best methods of staff
l
selection Motivation — The Oldham Hackman job characteristic mode
rns —
_ Stress — Health and Safety — Ethical and Professional conce
Working in teams Decision making Organizational structures
genres
Dispersed and Virtual teams - Communications
Communication plans Leadership.

SHORT QUESTIONS (SQ-1Kto SQ-12 K)

SOLVED PAPERS (2021-22 TO 2023-24) (SP-1K to SP-36 K)

 Staffing in Software
Projects

Managing People,...............
Organizational Behaviour,
Best Methods of Staff
Selection, Motivation

Part-2 : The Oldham Hackman Job.

Characteristics Model, Stress,
Health and Safety, Ethical
and Professional Concerns
Part-3 Working in Team, Decision
... .. 5-11K to 5-20K
Making, Organizational
Structure, Dispersed and
Virtual Teams, Communication
Genres, Communication
Plans, Leadership j
 Staffing in, Software P
5-2 K (OE-Sem-6) ojEcts

: o
PART-1
e, Or ga ni viour, Best Meth;da i
havi
zational Beha
Ma na gi ng Pe op l
tivation.
Staff Selection, Mo
o

tanding the;,
Que 5.1 | How to manage people by unders
behaviour ?

Answer I
Understanding behavior :
a vital role inthe
1 Handling of people with practical experience becomes
aspect of project management.
r it is better to have
The managers must be able to decide on whethe
experienced staff or get an expert advice.
to explain
Organizational behaviour has defined numerous theories
people’s behavior.
ely
The theories are structures based on “If A is the situation then Bislik
»~

to be the solution”.
situatio?
Other than the structures, there a wide range of influenc es ona de
o

e
which are invisible tothe users which makes it difficult to deci onth
solution.

Que 5.2, l Write a short note on : Organizational behavior.

Answer I
A. Work objectives :
: Frgdrick Taylor analyzed the productive way of doing thiné® o
trained the workers with these objectives :
i. To select the best people for the job
ii. Toinstruct them in the best methods
iii. To give them
)
incent
) ives based on their porformtmc" on
svelY
2. These work objectives defined by Taylor emphasis excms‘;:lfl"d

ay,financial basis of the staff motivation and Performance-

;he
Software Project Management 5-3 K (OE-Sem-6)

3. This encouragement to the staff will help the project group to work
together in achieving their goals which ultimately increases the
productivity.
4. People may be motivated by money, b :
other factors as well. ¥, but they are motivated by
B. Theory X and Theory Y:
L Some managers’ ) work for money being
N
instrumental or called as
cas.h-oriented persons can be categorized based on their individual
attitudes.
Donald McGregor labeled two different attitudes as Theory X and
Theory Y.
Theory X includes :
i On an average, not every human likes to work.
ii. Somebody must have the conirol and direct the person to
work.
iii. Generally, people do not like hold responsibilities.
Theory Y includes :
i People must like to work not forced to do it.
fi. External control is not the way to reach organizational goals.
fii. There must a commitment towards the work allocated to
individuals.
iv. Anaverage human canlearn to accept and seek responsibility.
v. Creative qualities must be widely distributed.
can be observed
Individual’s behavior towards the organization
when their boss is not available.
. x which can be
to rela
Theory X environment m: akes everybody
e a goal oriented approach of
seen visibly whereas Theory Y is mor
pment.
the people involved in the develo
financial reward but it could be
A reward does not need to be a
ievement.
something like a sense of ach
ations whichhave a greater influence
This theory explains the expect
behavior.
towards the organizational
son for the right job ?
Que 5.3, I How to select the right per

Answer |
the right
f selecting the right person for
L Taylor formulated this factor 0
job, ls,
es the use of software too
2. The other factors whicch includ
uctivity and so on.
methodologies, programming prod
5-4
K (OE-Sem-6) Staffing in Software PTUjects

3. Itis always better to have the best people employed in

the right Place of
work for effective productivity.
4. Say for example, a study on comparing experienced programme,
i
debugging a code with a less experienced person was futile When the
results were drawn.
According to Gerald Weinberg, “Most programmers prefer to work alone
o

where they are not disturbed by other people”.

Que 5.4. | Write a short note on : Recruitment process,

Answer I
There is a lot of stress for every project mana
£

ger about choosing the

right people to make up their team.
Recruitment is an organizational re sponsibility
N

process of selecting the

person form their organization.
Meredith Belbin categorizes people
®

in recruiting process into two differen

types: t
i Eligible candidates : Are tho
se persons who have the rig
information needed by the org ht
anization in Paper, i.e., the
vitae contains the right cur riculum
number or years and rig
qualifications, ht paper
il. Suitable candidates : Ca
n actually do the Jjob well
officially eligible. Ideal ca but are not
ndidates once given a post
more loyal towards th are likely tobe
e welfare of the orga
Actual skills have to be nization.
taken into account wh
rather than mere eligib ile selecting a person
ility.
Th
1 e recruitment po
li cy must
irrelevant disabilities avoid discrimination
, of race, gender, age
or
Arecruitment Proc § ¥
ess must include -
L Creation ofjob g
Pecification
out must be docy; men
ted and g
:Type of task that has to be carried
d.
greed.

experionee ¢ 19D With qualities,

qualifications, education and
= oorz;?)ii::ggz thphlehlmms ¢ Placing ap advertisement
applicants, within the
413510 ot maximurn manmber of poteti
iv. Examine
¢urriculum vijy,
with the job holder profjl n‘::l :i;}:};U\B rec
e .
eived CV's are comparedi
ey Theso 1 tisfied are called for interv
iew:
personality .tust:ue ’:dudo the ap
and oxaminagjqp,tituge tests, technical tosts:
of previous work.
Grow
 ; ject M Management B (CSe
Software Project
discussions are also used for eval
statements provided in the CV., luating and examining the
i
vi. References : Need to be verified an d a medical -
examination test
can also be done if needed,

6;5’5.__‘ Explain the various motivation theories formulated for

motivating people to work.
\

various theories :formulated by different perso ns for motivating

Following are
the people to work. They are
A. Taylorist Model :
1. Inthis model, Taylor emphasis on the piece-rates and day-rates.
2 Piece-}'ates are those where the workers are paid a fixed sum for
each single item they produce whereas day-rates refer to the daily
pay that is given to the workers on a timely basis.
3. The tendency towards dispersed or virtual projects where the staffs
either work in organization or work at home has a difference in the
payment based on time worked.
4. The amount paid to the workers will not directly relate to maximize
the output in order to maximize their income.
5. The amount of output will normally depend on the working group
and not based on an individual.
to the work
6. Areward based on piece-rates is directly proportional
ed by asingle person,
produced. But a support team cannot be adjudg
must be given to the
instead it is group activity and the reward
group as a whole.
excessive distinctions
7. InTaylorist model, the reward system makes
in damaging morale and
between co-workers that result
productivity.
s to project team members
8. This can be balanced by giving bonuse
project.
after completion of a successful ‘
Needs :
B. Maslow’s Hierarchy of ing order of
hu ma n ne ed s pl ac ed by Maslow in an ascend
The basic
importance are :
ds : Th es e are the basicic needs for susf taining
1. Physiologi rmthh, shelter, and sleep.
ifei ey uch as food, W ater, wa e degree
?i ;fi su nt il th es e ne ed s are satisfied to th
}fil:sllaor:vhf’::l lif e, other needs W ill not moti
vate people,
to ma in ta
int in
ain lif¢
necessary the needs to be : free of
Needs : ™These are food, or
of th e fo ar of losing a job property,
fi
g gfi;;fiyd::;:?
shelter.
 =2
Staffing in Software Pl‘oje
5-6 K (OE-Sem-6)
oty
P r Social le are socialbeingg,
Since people
i Needs ::Si he;
3.
oy
‘r?:::iht:tl;:;;:g, to be accepted by qthers. It includes friendgp; P, .the
etc.
need to love and be loved, socializing,
Needs : Once people begin in to satisfy their need ¢, ooty
l.)y the.mSEIVES andnlf’:
asetyef:x:d to want to be held in esteem both
others. This kind of need produces such satisfactiong as Tespegt
)
power, prestige, status, and self-confidence.
Self-actualization Needs : This is the 'highest need i, the
hierarchy. It is the desire to become what one is capable of becoming,
to fully realizes one’s potential and to accomplish what one ig capably
of achieving.
C. Herzberg’s Two-Factor Theory :
1 People tend to be dissatisfied about their job due to certain factors,
They are :
i Hygiene or maintenance factors
ii. Motivators
Ahygiene factor makes the person dissatisfied if they are not rightly
used. For example, the working condition of the worker.
Motivators can make the person feel that the Jjobis worth doingit,
like a sense of achievement or the challenge of the work.
Higher-level of maintenance factors can be provi
ded by large
organizations whereas better motivation can be provided
to workers
who work in smaller organizations.
D. Expectancy Theory of Motivatio
n:
z 1 Vroom identified three influencing
factors on motivation. They
are:
i Expectancy
ii. Instrumentality
iii. Perceived value
Expectancy is a belief that workin
performance,
g harder will lead to better
Instrumentality is the belief that better
performance will b¢
rewarded,
Perceived value denote
s the resulting reward
Whgn all these factors .
=]

are high, then the moti

be high. At the same ti vation level will a1
me, a zero Jeyo) for an
remove motivation y one ofthe factor e
com pletely,
Ford example, when the e
: veloper is suppose to got a sof
fwa rt
Wd'
ail;ll‘:lic B-u[_)p]"’d l,’y athird party to work and it contains a bug:
will not l]“.W:
‘hi(
cad ;lflLoUpsuc
sin ceyhow muc
eeg denote sh hard
zero oxpwor k the worker puts "
ectancy. 1
 gement 5-7K (OE-Sem-6)
Software Project Mana
7 de, if the user is
On the other side, i not using the packaj i
;}::kdex;;lo%er, instead the user works on anpalteriea:il\l/‘;p&fi'bi{
makes et
e he e.veloper feel that it is waste of time and and 1 leads to zero
:

jsg‘}l)::; elf t:cekuser is using the package but keeps on complaining

shorc.comir;] - ag]ee :l:i rsnakes t}.xetdetyeloper responsibility for all
1 ings, ome point of time the devel i
like to get involved for implplement i e i
to low perceive value of reward. i e

PART-2 | i :
The Oldham Hackman Job Characteristics Mla‘dez, Stress, Health
and Safety, Ethical and Prof

Write short note on Oldham Hackman job

Que 5.6, l
characteristics.

Answer l
es that high
eristics theory propos
Hac.kman and Oldham’s job charact d five core
three psychologic al states an
motivation is related to experiencing
job characteristics.
A. Three psychological states :
:
19 Meaningfulness of work ate
me an in g to yo u, so me thing that you can rel
i, Thatlabour has of movements to be re
peated.
t oc cu r ju st as as et
to, and does no work is
en ta l to in tr in si c motivation, i.e., that
ii. Thisis fundam
itself.
motivating in and of
Responsibility : suc ess or
1 succ
en gi ve n th e opportunity to be a
be has
i That you have nt freedom of action
b because sufficie
1

failure at your jo
given you. s and incorporate
in cl ud e !
th e ab il ity to make change
ii, ~ This would whilst doing the jo
b,
ni ng yo u i
the Jear
 ‘

65-8
K (OE-Sem-6) Staffing in Software P‘rojecte

3. Knowledge of outcomes :
i oy
ledge on how successful the;
ii . hal;provi
Tt been , whic
i des the hpers on know
in turn enab les them to learn from
mig, nke:
ii. It connects them emotionally to the customer of their Outpytg
thus giving further purpose to the work.
B. Five core job characteristics :
1. Skill variety : Using an appropriate variety of your skills aq
talents: too many might be overwhelming, too few, boring,
2. Task Identity : Being able to identify with.the work at hanq -
more whole and complete, and hence enabling more pride t, be
taken in the outcome of that work.
3. TaskSignificance : Being able to identify the task as contributing
to something wider, to society or a group over and beyond the self
4. Autonomy : The discretion you have about the way that you do
the job.
5. Feedback: The information you get back about the results of your
work. ’

Que5.7. l What are the causes of stress in project management?

Following are the causes of stress in project management :

1. Unrealistic timeline.
2. Working in a matrix system which PM does not have the full control of
the resources.
Lack of resources, human and/or equipment.
[N
o

Proliferation of virtual teams and cross cultural influ

ences.
Inter-group conflict in organization.
Project environment.

Que 5.8, l Explain different stress

management techniques.

Answer I
Following are the different stress man
agement techniques :
L Prioritize:
a. Putupa priority matrix an g
d assign every task based on its g™
o
and importance,
b. Focus on the tasks that are urgent and
important. o0
Don’t overwhelm yourself by worryi
ng about your entire workle®
Software Project Management 5-9 K (OE-Sem-6)
Applying NLP T oy
& Rzgu!::tign: (Neuro Linguistic Programming) to Stress
a. NLP provid es anumber of excellent tools and concepts to empower
indiv?dual
P s to co Pe wit
i h or change non-resourceful or negative
esourceful or positive resources. i

b. .
With NLP you can chan ge overwhelming
ing, , i ilizi i
into powerful motivating forces. o
3. Exercise:
a. Take some time off from your busy schedule and plan for some
physical activities, whether it’s jogging, cycling, hiki the
activities
to work off stress. - el g
4. Meditation :
a. Meditation and breathing exercises have been proven to be very
effective in controlling stress.
b. Practice clearing your mind of disturbing thoughts.
5. Develop potent conflict resolution skills :
a. We add stress to our work lives by either under reacting to the
stressful situation (avoiding or denying it) or over reacting to the
stressful situation (coming on too strong).
tion.
How health and safety is a part of an organiza

’s
tem means the parf of the organisation
A safety and nealth management sys :
management system which covers :
a company
k organisation and policy in
1. The health and safety wor tion
ident and ill health preven
2. The planning process for acc .
e man age men t resp onsi bilities and
3. Thelin
s and res our ces for developing and
The practices, pro ced ure
4. and maintaining the occupational safety and
implementing, reviewing
health policy. tional
r t h e en ti re ga mb it of an employer's occupa
5. The system should cove he
ganisation.
health and safety or
e l e m e n t s of & safety and health
are t h e
Q\le,S.lO;'l What
em ?
management syst

‘Answer 8 of a su cc es sf ul gafoty and health ma

nagement
Following are the celement
system:
 -

5-10 K (OE-Sem-6) Staffing in Software ijem

1. Policy and commitment :

a. The workplace should prepare an occugfltiflnfll safety and health
policy programme as part of the preparation of the Safety Statemens
required by Section 20 of the Safety, Health and Welfare at Work
Act, 2005. '
b. Effective safety and health policies should set a clear direction fo,
the organisation to follow.
2. Planning:
a. The workplace should formulate a plan to fulfill its safety and health
policy as set out in the Safety Statement.
b. An effective management structure and arrangements should he
put in place for delivering the policy.
c. Safety and health objectives and targets should be set for all
managers and employees.
3. Implementation and operation :
a. For effective implementation, organisations should develop the
capabilities and support mechanisms necessary to achieve the safety
and health policy, objectives and targets.
b. Allstaffshould be motivated and empowered to work safely and to
protect their long-term health, not simply to avoid accidents.
4. Measuring performance :
2. The organisation should measure, monitor and evaluate safety and
health performance.
|
b. Performance can be measured against agreed standards to reveal
when and where improvement is needed.
¢ Active self-monitoring reveals how effectively the safety and health
management system is functioning,
5. Auditing and reviewing performanc
e:
a. The organisation should review and improve its safety and
management system continuously, so that
health {
it's overall safety and ]w
health performance improves constantly,
b. o
They
organisation can lea ]
B, rn from releva nt experi
i ence and apply the |
|

Que 5,11, I Why ethics

is important for Projec
t management ?
Answer l
.
L i
Projec
y t management eth
*thics
ics is i an essentin
i ] ingrediont whilo managiné
.
2. Accordi
muk’;::;'['fi:;’;:‘3tp‘;x i]b‘]{‘rl;’JUICl‘
f
Management Instituto), Bthics is about
S e ceisl
dee: ons conco
S o rning
i peaplo, resourcos and thY)
Software Project Mana
gement 5-11 K (OE-Sem-6)
3. Ethical i choices dim inish
risk, advance positive results, increase trust,
determine1ong term success and
build reputations.
4. Leadershipis absolutely depend
ent on ethical choices.
5. Because ethics is the key to executing
projects successfully, the
PMI has
rollf:d out a Code of Ethics and Professional
Conduct document to help
project management practitioners do what is right and honorable.
The~ document articulates ideals to
which a project manager should
aspire, and defines behaviors he or she should
adopt to be successful.
The purpose of the code is to instill confiden
ce in the project management
profession and to help an individual become
a better practitioner.
It helps project managers make wise decisions.
The code of Ethics and
Professional Conduct highlights ethical values such
as trust, honesty,
responsibility respect and fairness.

PART-3| =
Working in Team, Decision Making, Organizational Structure,
Dispersed and Virtual Teams, Communication Genres,
Commaunication Plans, Leadersh D

Que 5.12. |What do you understand by working in teams ? Mention

various stages of team formation model.

Answer | in groups.
1 Not all people involved in the development process like to work
in groups and many
2. But major software projects always have to work . :
s.
people do not like to work in group
process will have various
Any organization involved in the development .
rtments reflectin i struc ture.
ing g its
t departments
o s can be formulated based on the differen
on specific tasks carried.
Ez;r!tl:;kgl’g::gpa can be formed based
erent departments to
Tas ¢ contain different people from diff ;
'ask k group p can -
r, out a speclific tas
rry task
k.
work toge! ther T to car
dissolved
ivities to be carried out is
up formed for upccih(: act
el y t ask k ggro
Ever
eld.
evve
hiie
teely a ch
CO. Hlpl etl
once the task i 8
st difficult task at th the project
that
PC OP le wo rk w“m-h‘“ is the mo
Making
lly handle.
manager has to carefu
 5-12 K (OE-Sem-6) Staffing in Software Projec,
8. A team cannot perform instantly; it has to develop over time,
1 : Every |team has to go through
; &ive
f team formation model -
gitf;gn::sn: stages of development as depicted in the team formation mode)
Pl
namely,
vior are set up t, 5,
1. Forming: Basic ground rul_es and general beha i
and get to know each other in the team.
2. Storming: Grouping methods of operation have to establish as there is
a chance of conflicts arising due to leadership.
3. Norming: A groupidentity emerges as the conflicts are largely settleg,
4, Performing : How the tasks are handled by the team.
5. Adjourning : Disbanding of the group.

Que 5.13. l Give categories of decisions. Also mention factors which

are obstacles to good decision making.

A. ‘ Caiégories of decisions:
1. Decision making process can be categorized into structured and
unstructured : ¢
i Structured decisions are generally simple where the rules are
applied in a straight-forwards way.
i Unstructured decisions are often more complex and require 8
‘great degree of creativity.
The amount of risk and the uncertainty involved in
the development
process can affect the decision making
process.
B. Obstacles to Good Decision Making : Few factors
decision making process are : tha t affect g00d
Faul_ty hel_u'istics : The rules of thumb or heuristics are usefu
l but ca®
be misleading. These are based
on mere stereotypes.
2. Escalation of commitmen
made which cannot be altere, t : This happens when a
wrong decision i
d easily later,
B Info rmation overload : Too much of information also might lead
decision process to choose a wrong the
one,
Que 5.14. I What do you
understanding group de
Also mention cision mak ing *
obstacles
to sgood 7rou
measures Lo reduce obstacle i king. GI¥
of gn',up dzc;l;z::::kz: ;
Answer
W 1L In group discugs § -
i 3
stakeholders can boml::(')ulz;lfiumnt specialists Lo vioW
and point of Vi€
It together to make a botter docision:
 are Project Managem \
s 5-13 K (OE-Sem-6)
e
9. Decisions made by a team can be a pproved and accepted easily than
decisions imposed by individuals,
3. Every group meeting takes the collective ri Lsponsibility of having properly
briefed of solving complex problems,
4 A grol\)lp cal} arrive at better solutions for complex problems because the
members of the group have complementa‘ry skills and expertise.
5. Group meetings provide an opportunit;y fon P; people to :
i members of the gro ple to communicate freely
and easily among the
6. Often, groups are less effective for poorly structures problems where
brainstorming techniques can be used to hel ;
help thy the groups to make it
structured.
7 ?}ven though, group decision making is effective in achieving solutions,
it has been proved by research that people come up with more ideas
individually than in groups.
Pbstacles to Good Group Decision Making : |
" Group decision making process has its own disadvantages :
i Itis time consuming process.
i Conflicts can arise among the members of the group.
i, Decisions can be influenced by dominant personalities.
of
2. Once established the group norms can survive many changes
membership in the group.
can modify their personal
3. Experimental results have shown that people
judgments to conform to group norms.
decisions that can cause more
4. Sometimes people in groups take hasty own knowx as risky
decisions on their
risk then when they make their
shift.
Decision Making :
Measures to reduce obstacles of Group ive and efficient
king process to be more effect
1. Tomake group decision ma .
n be adopted.
the Delphi Technique ca of
av ou re rs {0 co ll at e th e judgments of & number
2. Delphi technique ende them face to face.
tually bringing
experts without ac !lu\vs
es is carried out a8 fo
3. The set of procedur s i8 enlisted.
number of expert
Cooperation of a
tothe experts.
i.
4. Problem is presented
their re commendations.
iii. Experts record produced.
o n s ar e co ll ated and are re
C ommenda
ti
Rec
e recire ulated.
iv. .
onses ar
v. Collected rpsp of others and modify th
eir
comment o the ii lous
vi. Experts
recommendations:
 S .
5-14K (OE-Sem-6) BY s B
the process is stopped; othemise
vii. Ifthe leader finds any discrepancy,
it is recirculated to the experts.
ts py, tthe
4. This method can be adapted to geographically dispersed exper
process becomes time consuming.

Que 5.15. | Write a short note on : Department structure,

Answer
1. Departmentalization of organizations depends on staff specialties, prodye
lines, categories of customer or the geographical location.
2. Ingeneral, the software development process approach is referreq as
either function-oriented or task-oriented.
3. Function oriented approach deals with different groups that are formeq
based on their functional specialization.
4. This approach leads to a more effective usage of staff both technically
and in employing the standards that are needed to be concerned.
5. With the task oriented approach, members are grouped together with
respect to a specific task.
6. The specific task has to be achieved by the group and the group
is
dissolved after the successful completion of the particular task.
7. Departmentalization is also based on life-cycle phas
e.
8. In project life cycle phases there are separate team
s for development
and maintenance.
9. Matrix form of departmentalization can also
be formed where there are
two managers namely project mana
ger and programming manager.
The project manager deals with the
day-to-day activities while the
Pprogramming manager focuses
on future career development.
10. Egoless Programming
suggests that the progra
programming team leader mmers and the
s should read other people
the programs become a co ’s programsso that
mmon property to both.
Que 5.16, I Write a sh
ort note on : Team st
ructure.

A. Chief Programmer
Team ;
1. i
H.':he number of groups g larger, then the work will be sloV or
increa
of and
fo:::l:!:ized sedheCommu
must
nication, So largo projects MUt
Tepre
sented in a contralized structur®
Software Project Management

2. One way to avoid this, to reduce ¢

them more support to m he number
formulation of chief progr;
3. Thechief programmer de
fines
and documents the enti e softtwahere, ecification, » de
deg;
r, o sign, code, tests
4. The chief prograI mmer ca
n have aco--p
piilot
some code and discussi ist i iti
ons, P who oan! aestet i W
chief programmer, b ite up the do cumentation
4
drafted by the
actual code and a tester who
validates the code,
6. The disadvan?age of chie
f programmer teams is th
programmer is overloaded at the chief
wi th lots of information and ca
manage at some point of time. nnot
\
7. Extreme programming concep
t can overcome
this disadvantage
where the software is developed by pai
rs of developers with a chief
programmer / co-pilot relationship.
Advantages :
L The chief programmer provides an authority, and this structure
is
arguably more efficient than the democratic team for well-understood
problems.
Disadvantages :
L The chief programmer team leads to lower team mor?le, since team-
members work under the constant supervision of the chief programmer.
This also inhibits collective and their original thinking.
The chief
i programmer team is i subject
j to single
i point {
int failure since too
much responsibility and authority is assigned to the chief programmer.
Since the chief programmer carries out many.tasks }ndlvxdually, there
is a danger of information overload on the chief Ex;?)g_rammer.
Democratic Team Structure : S . )
the name implies, does not
1. The democratic team structure, as :
hy. :
’ enforce any formal team hierarc
i
where any member is
2. Decisions are taken based on discussions,
free to discuss with any other matters. ‘ &
; ager provides
ides the administratiye leadership.
; .
i bers of the group “Q\provide technic
g
4. At different times, different members o
leadership.
Advantages : tion.
»ti: sfac-
; lorule3 and j oh 'l
; i uhfil‘ ll
L ic
The democrattic organi
zu'.io n lO “d H to hl
oms,
ora N pro hl
tc for less \u\d ingle
2. teas cturo is up pr¥ op rm
18 than a sing
Democratic
ic team Btru
nt er solutior
bett
:
since incers can 1 veteam.
a group of engin
individual as in a chief programmer
5-16 K (OE-Sem-6) inS Software Projey,
Staffing in .
is suit able projects requiring legg s
fornted
3. " fivemoc
Ade rat
orsi ic tea
x engi neer forerese
andctur
m sstru arch —pne projects. For large sizeq
projects, a pure democratic organization tends to become chaotic,
i o
zation encourugeshe8¢oless ;Lpr: ogramming
i team organiizati
4. The democratic
programmers can share and review one another’s work.
Disadvantages : )
1. Democratic team structure is less productive compared to the chief
programmer team.
C. Mixed Control Team Structure :
1. The mixed team organization, as the name implies, draws upon the
ideas from both the democratic organization and the chief.
programmer organization.
2. This team organization incorporates both hierarchical reporting
and democratic set up.
3. The mixed control team organization is suitable for large team
sizes.
4. The democratic arrangement at the senior engineer’s level is used
to decompose the problem into small parts.
5. Eachdemocratic setup at the programmer level attempts solution
to asingle part.
6. Thus, this team organization is eminently suited to handle large
and complex programs.
7. This team structure is extremely popular and is being used in many
software development companies.

Que 5.17. | What do you understand by virtual team

s ? Why virtual
teams are needed ?

Answer I
1 A Virtual Team - also known as a Geographically Dispersed Teal
(GDT) - is a group of individuals who work acros
s time, space, &%
organizational boundaries with links strengthened by
communication technology. webs of

They have complementary skills and are committed to a comme

purpose, have interdependent performance goals, and share an appro®
to work for which they hold themselves mutually accountable.
3. Geographically dispersed teams allow organiza
tions to hire and retait
the best people regardless of location,
4. A virtual team does not alw
TR
kers
ays mean teloworkers. Teleworkers 8¢
defined as individuals who w ork fr
om home.
 are Project Mana,
Softy EEmens 5-17 K (OE-Sem-6)
5. . Many virtual teams in toda;
y's Org.anizatio
working at home and small Froups in the ns consist of employees both
office but in different geographic
locations.
Need for virtual teams :
1. Best employees may be located anywhere in the world.
9. Workers demand personal flexibilit
y.
3. Workers demand increasing technologica
l sophistication.
i g :Eeutl;]lz c:x"ganization is more competit
ive and responsive to the

5. Workers tend to be more productive — less commuting and trav

el time.
6. Theincreasing globalization of trade and corporate activity
.
7. The global workday is 24 vs. 8 hours.
8. The emergence of environments which require inter-organizati
onal
cooperation as well as competition.
9. Changesin workers'expectations of organizational participation.
10. A continued shift from production to service/knowledge work
environments.
Increasing horizontal organization structures characterized by
=

structurally and geographically distributed human resources.

Que 5.18. I Write a short note on : Commgnication genres.

Answer y
is the
1. A major influence on the nature of communication genres
constraints of time and place.
zed as comb_inations of two
2. Modes of communication can be categori
time and Same Place/Different Place.
opposite :'Same time/Different

Same Place Different Place

tings, Interviews Telephone, Instant

i Messaging
i osnr
E-mail, Voice mail,
Different Time | Notice Boards Documents

nveyed :
nformation to be co
f the information to be
4 "l’he Pl
is th e ex te nt and complexity o
i, What
conveyed ? h the
to un de rs ta nd 7 Is the context well known to bot
i, Isit easy pient ?
sender and the reci
a 1ly sensitive.
er e th e co mm un ication is person
iii. Wh
5-18
K (OE-Sem-6) Staffing in Software Proje,
4. Atdifferent stages of a project —different communication genres wij| (5
preferred.
i. Early stages : Meeting(s)
ii. Intermediate stages (design): Teleconferencing
iii. Implementation stages: E-mails

Que 5.19. l What do you understand by communication plans 9

Explain in brief components of communication plan.

Answer I
1. A communications plan, in project management, is a policy-driven
approach to providing stakeholders with information about a project.
2. The plan formally defines who should be given specific information,
when that information should be delivered and what communication
channels will be used to deliver the information.
3. An effective communications management plan anticipates what
information will need to be communicated to specific audience segments.
4. The plan should also address who has the authority to communicate
confidential or sensitive information and how information should be
disseminated.
5. Finally, the plan should define what communication channels
stakeholders should use to provide feedhack and how communication
documentation will be archived as part o§‘ the project records.
Components of communication plan :
1. Audience:
a. Astrategic communication is directed at a specific audience or set
of audiences, within which there is typically a primary audience, 8
secondary audience and so on.
b. These audiences likely have different experiences with and
expectations of you.
c. They have different levels of knowledge on the subject at hand
along with different priorities and concerns.
d. Finally, they may have different degrees of trust in you and you*
organization.
2. Context :
. e
a. Having clarified the audiences
.
for your communication,
2
dofine!h\‘
context in which this communication will occur.
re)
b. Recognize key events and relationships (past, present, and fute
that are significant to cach of the audiences you will address:
c. This context defines your audience world, recent experrionces!
reasonable expectations for the future.
 e Pr oject Management
olW 5-19
K (O
(OE-
E-Se
Sepm
m.. 6)
:
s QutcEvomeresy business communication
achieve, whether it’ hag g g, t_of specif
ic
s information, transfe T, purposes to
mstruction, Pp
or transformation ersuasion,
b One technique for defini
ng outcomes is to co nsider “Head Heart,
' and Hands”.
. J
4 Media:
a. The messages you communicate usu
ally determine the most
effective media to employ.
b.
Your choices
C range from intimate, per
sonal contact to impersonal
mass email, from team conference cal
ls to all-hands town meet
ings,
¢ Audiencesrespond differently to thes
e ¢ hoices of media, especiall
considering the context of th y
e communication and the outc
you are trying to achieve. omes

5. Messenger(s) :
a. While you are the primary messen
ger for most of your business
communications, you still must consid
er whether you will be the
most effective messenger.
The primary consideration in choosing a messenge
r is “Ethos,” the
credibility of the messenger with the audience.

Que 5-20- | Write a short note on : Leadership.

Answer
Leadel"éhip means the ability to influence others in a
group to act in a
Particular way to achieve grou
p goals.
Aleader need not be a very good manager or vice-versa sinclel managers
3 ve different roles such
; s organizing, planning and controlling.
Itis very difficult to list the common characteristics of good leaders.
But every leader has a greater need for power t;r}:i :(c)}tx}\i\::ment and
™Must have more self-control and self-confidence s
Leadership is generally based on the idea of authority or power.
A
Ositiona] Leadership Power : Fowerd
ah tf‘[,l:,utltl:\t:‘lyt”':‘::ll\t\:l§se(‘ -
€ position ofthe person. Positional power can
D b o do something by
L Coercive power : Ability to force someone
threatening punishment, R Rt ik
n|
2 i
c onnection power : Based on havi
Power, son's title giving & spocial status,
3, Legitimate power: Based on per R T ko
4 ives 1¢
Reward power : Here the holder i ¥ r leador.
cthoi
carry out tasks to the satisfaction of their
5-20 K (OE-Sem-6) Staffing in Software Poje,
B. Personal Leadership Power : Personal power depicts th e Derswa
individual qualities. Personal power can be analyzed as :
1. Expert power : Person who is capable of doing specializeq tasks
2. Information power : Here, the holder has exclusive acce S8 to
information.
3. Referent power : Based on the personal attractiveness (f the
leader. ’
:
Que 5.21. | Write a short note on : Leadership styles.

Answer
1. In order to make best use of the expertise and commitment of the
people involved the leaders must be an authoritative but at the same
time more flexible and tolerant.
2. Sometimes, the leaders must be democratic as well, to have a very
disciplined execution of the plan.
3. Leadership styles can be classified as :
i Directiv
vs.
e permissive
. Autocraticvs. democratic.
4. Directive autocrat makes decisions alone and will
be person very closely
associated with the implementation.
5. Permissive autocrat also makes decisions alone, but
subordinates have
latitude in implementation.
6. Directive democrat makes decisions particip
ative and will be a person
ver y closely associated with the implement
ation.
7. Permissive democrat also makes decisions participative, but subor
dinates
have latitude in implementation.
8. The emphasis is that there is no one best st;
yle of leadership which has
to be chosen by the management but it trul
y depends on the situation.

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