The paper 'Outcome in Team and Size and Dynamics' is a good example of a Management Case Study. Teams have become an essential part of Organisations. Now the concept of individual work and tasks has diminished. However, managing and motivating these teams is not an easy task. This report consists of a hypothetical situation in which You have been assigned to lead a software project over the next year that requires the full-time involvement of approximately 100 people with diverse skills and backgrounds. The report will further analyze the steps which need to be taken to develop an effective team under these conditions and how to effectively lead and motivate these teams. Analysis According to Smith (2009), Teamwork is paramount— each individual engages both in leading and in watching someone else flourish in their leadership.
Project management has changed a great deal since 1970. This has also brought about changes in the role of the project manager ( Korrapati & Rapaka 2009). Prior to 1970 project managers were supposed to have sound technical knowledge and experience (Korrapati & Rapaka 2009). Only those people were selected for the role who fully filled the before-mentioned criteria.
A project was considered to be a successful Project if it was technical, knowledge related to the customer was not considered an important element or prerequisite. By 1970 trends had changed and project management evolved. Behavioral aspects and management skills, such as leadership skills were considered as important perquisites for the role of a project manager. Basically the trend was going towards people management. Team Development The process of building a big team of qualified and agile software developers of nearly 100 is not an easy task for the project manager.
Very few incumbents may be available to be a part of your team; otherwise, the manager has to work hard from scratch to build a totally new group for the project. While assembling the team, it must be kept in mind that the member has effective decision-making skills, has the ability to meet strict deadlines while managing work stress. The Project manager has to define a set of rules which may help him to build a strong team that effectively deliver quality and innovative software.
For a successful software developing team, the manager must select the smartest developer who can meet all the tasks (Whitfield et al 1995). This means that he/she will not only be limited to coding but will have the ability to come up with innovative ideas, fix errors, and increase the chances of achieving a successful result. In general, a software developer who is efficient enough to analyze the complete scenario is a notable contributor to the project, as compared to one that has more experience only in coding. The project manager must try to find out if the potential team member has the most recent information about new technologies.
It is not only important for the team member to have enough knowledge about famous acronyms like XML, HTTP, SOAP, etc. However, it is important for the project manager to judge the potential team member’ s performance. In order to do so, the manager may use the whiteboard test technique, in which he /she is asked to solve a problem related to coding or a discussion of an algorithm.
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