Where People Management Skills Are Addressed

We now turn to a brief explanation of the people management skills, competencies 23 through 34. Each competency will be introduced here to serve as a roadmap and as a review guide. The chapters in this handbook that more fully describe each competency are forward referenced in Table 1-5.

We want to emphasize the competencies necessary to select and build a project team, infuse the team members with enthusiasm, encourage them through difficult issues, and help each member plan a career to ensure life after the project.

As integral tasks, people skills are essential for the successful completion of every phase in the SLC. For those of us who were not born with the ability to lead, capably negotiate win-win situations, or give presentations, it is comforting to know that each of these skills can be learned.

This introduction will provide a brief description of each of the 12 people skills and discuss how they support the other 22 competencies. The what—what project and product competencies are supported by each of the people skills—and th when—in which phase of the software development life cycle the people skills are applied—are outlined. The why and the how of each of the people skills will be presented in depth in later chapters, as referenced in Figure 1-14.

Figure 1-14. People Skills in Perspective

Often thought of as the softer side of software project management, people management may actually be the most important piece of the software-project-support composition: people, process, product (see Figure 1-14). True, the organization will soon be out of business if a software product isn't created, but it's equally true that the software won't meet requirements, won't be of high quality, or maybe won't even exist if the project team doesn't pull together toward a common vision and have an effective leader. An organization may have an SEI Level 5 world-class process, but without the proper recruiting, team selection, team building, and care of team members (appraisal, career planning), there won't be a functioning team to follow it. Researchers may have a superior invention, but without interaction, effective presentations, effective meetings, negotiation skills, and change management the product will never get out the door.

Table 1-5. People Competencies

People Competency

Description

Chapter

23. Appraising

Evaluating teams to enhance

29. Reporting and

performance

performance

Communicating

24. Handling intellectual

Understanding the impact of critical issues

32. Legal Issues in Software

property

25. Holding effective

Planning and running excellent meetings

3. Process Overview

meetings

4. Selecting Software Development Life

Cycles

5. Managing Domain Processes

6. Selecting a Project Team

7. Defining the Goal and Scope of the

Software Project

8. Creating the Work Breakdown

Structure

9. Identifying the Tasks and Activities

10. Software Size and Reuse Estimating

11. Estimating Duration and Cost

12. Assigning Resources

13. Choosing an Organizational Form

14. Considering Dependencies

15. Scheduling the Work

16. Eliciting Requirements

17. Developing the Software

Requirements Specification

18. Determining Project Risks

19. Introduction to Software Engineering

20. Reliability

21. Software Metrics

22. Analysis and Design Methods

23. Validation and Verification

24. Use of Tools

25. Project Tracking and Control

People Competency

Description

Chapter

26. Continuous Process Improvement

27. Project Termination

28. Post Performance Analysis

29. Reporting and Communicating

30. Software Quality Assurance

31. Software Configuration Management

32. Legal Issues in Software

People Competency

Description

Chapter

26. Interaction and

Dealing with developers, upper

3. Process Overview

communication

management, and other teams

4. Selecting Software Development Life

Cycles

5. Managing Domain Processes

6. Selecting a Project Team

7. Defining the Goal and Scope of the

Software Project

8. Creating the Work Breakdown

Structure

9. Identifying the Tasks and Activities

10. Software Size and Reuse Estimating

11. Estimating Duration and Cost

12. Assigning Resources

13. Choosing an Organizational Form

14. Considering Dependencies

15. Scheduling the Work

16. Eliciting Requirements

17. Developing the Software

Requirements Specification

18. Determining Project Risks

19. Introduction to Software Engineering

20. Reliability

21. Software Metrics

22. Analysis and Design Methods

23. Validation and Verification

24. Use of Tools

25. Project Tracking and Control

26. Continuous Process Improvement

27. Project Termination

28. Post Performance Analysis

29. Reporting and Communicating

30. Software Quality Assurance

People Competency

Description

Chapter

Because they are used in every project phase and software development life cycle phase and in the continuous support of quality, it is difficult to cleanly peg each people skill to a specific PMI project process phase, SLC phase, or SQI competency. So we'll describe where multiple skills can be applied and which skills may be especially important to getting a process or product phase task completed.

For example, negotiation and managing change may be two people skills required continuously, whereas team selection obviously takes place only near the beginning of a project—usually in the PMI project planning project phase (which corresponds to the concept exploration and/or system exploration software development life cycle phase) as in Figure 1-15.

Figure 1-15. Selecting a Project Team

Figure 1-15. Selecting a Project Team

Multiple competencies are frequently required during any given life cycle phase, and one SQI competency may support others. Managing people on a software project requires applying people skills, software engineering and development knowledge, and project management smarts at the same time. As long as each skill is mastered, it becomes natural to use several in unison. There will be a section in this book on mastering each of the people management skills, and it will be assumed that project managers need to employ one or more of them every step of the way.

Project Management Made Easy

Project Management Made Easy

What you need to know about… Project Management Made Easy! Project management consists of more than just a large building project and can encompass small projects as well. No matter what the size of your project, you need to have some sort of project management. How you manage your project has everything to do with its outcome.

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