Software project management III Motivation Poor

Software project management III • • Motivation Poor performance Post-assessment to the work Delegation Arvutitehnika instituut * A. Kalja * Tarkvaratehnika eri

MASLOW’S HIERARCHY OF NEEDS SELFACTUALIZATION (morality, creativity, etc. ) ESTEEM (confidence, respect of others, etc. ) LOVE/BELONGING (friendship, family, etc. ) SAFETY (security of body, of employment, etc. ) PHYSIOLOGICAL (breathing, food, water etc. ) • NEEDS OUGHT TO BE SATISFIED BOTTOM-UP, ONE LEVEL AT A TIME, IF FOR EXAMPLE PHYSIOLOGICAL NEEDS ARE NOT MET THE UPPER NEEDS ARE NOT GOING TO MOTIVATE • IF A NEED IS SATISFIED IT WILL NOT MOTIVATE ANY MORE • NEEDS OF DIFFERENT LEVELS ARE NOT INTERCHANGEABLE, e. g. APPROVAL OF COLLEAGUES CANNOT REPLACE LUNCH • LOWER LEVEL NEEDS CAN BE SATISFIED USING MONEY • TO SATISFY UPPER LEVEL NEEDS REQUIRES TIME AND Arvutustehnika Instituut * A. Kalja * Tarkvaratehnika eri THOUGHTS – YOU CANNOT BUY THEM

HERZBERG’S MOTIVATION THEORY HYGIENE FACTORS I. E. WORK ENVIRONMENT • WORK CONDITIONS • SALARY • STATUS • COMPANY POLICIES • QUALITY OF SUPERVISION • JOB SECURITY • RELATIONSHIP WITH BOSS, PEERS • PERSONAL LIFE • LACK OF HYGIENE FACTORS CAUSES DISSATISFACTION • HYGIENE FACTORS DO NOT AFFECT THE WILLINGNESS TO WORK MOTIVATION FACTORS OR CONTENT OF WORK • ACHIEVEMENT • RECOGNITION • NATURE OF THE WORK ITSELF • RESPONSIBILITY • OPPORTUNITY FOR ADVANCEMENT • MOTIVATION FACTORS CAUSE SATISFACTION, WILLINGNESS TO WORK Arvutustehnika Instituut * A. Kalja * Tarkvaratehnika eri

IT-PEOPLE OPINIONS GENERAL WORK = important = very important LEARNING AND SELF-DEVELOPMENT % OF RESPONDENTS FAMILY % OF RESPONDENTS HOBBIES % OF RESPONDENTS HUMAN RELATIONS AT WORK % OF RESPONDENTS Tietotekniikan liitto ry: n julkaisu % OF RESPONDENTS SOCIAL LIFE % OF RESPONDENTS Arvutustehnika Instituut * A. Kalja * Tarkvaratehnika eri

IT-PEOPLE OPINIONS WORK RELATED PLEASANTNESS OF WORK % OF RESPONDENTS SELF-REALIZATION AND DEVELOPMENT OPPORTUNITIES % OF RESPONDENTS FAIR TREATMENT % OF RESPONDENTS = important = very important SUPPORT OF THE BOSS % OF RESPONDENTS RECOGNITION AND REVIEW % OF RESPONDENTS GOOD WORKING CONDITIONS % OF RESPONDENTS PLEASANT CO-WORKERS Tietotekniikan liitto ry: n julkaisu % OF RESPONDENTS Arvutustehnika Instituut * A. Kalja * Tarkvaratehnika eri

IT-PEOPLE OPINIONS WORK RELATED RESPONSIBILITY OF WORK % OF RESPONDENTS WORK AUTONOMY % OF RESPONDENTS CHALLENGE AT WORK % OF RESPONDENTS WORK CONTINUITY % OF RESPONDENTS = important = very important SALARY % OF RESPONDENTS VACATIONS AND SPARE TIME % OF RESPONDENTS CAREER OPPOTUNITIES % OF RESPONDENTS EASE OF WORK % OF RESPONDENTS Arvutustehnika Instituut * A. Kalja * Tarkvaratehnika eri

GMP GREATEST MANAGEMENT PRINCIPLE WHAT GETS REWARDED IS WHAT GETS DONE • WHAT SHOULD BE REWARDED - THE QUANTITY OR QUALITY ? - SHORT TERM SUCCESS OR LONG-TERM STEADY DEVELOPMENT ? - INDIVIDUAL RESULT OR GROUP WORK ? - GOOD PROJECT OR JUST THE REALIZATION / PREPARATION ? - DOCUMENTING OR NOT DOCUMENTING ? - SALE OR SHIPPING THE GOODS ? - THE TURNOVER OR PROFIT ? - CREATIVITY OR STAYING AT OLD STABLE LEVEL ? - WORK CONTRIBUTION OR QUANTITY AND QUALITY OF RESULTS? • REWARD CAN BE MORAL (e. g. VALUED PRIZE) OR MATERIAL (e. g. MONETARY REWARD) • REWARD ALSO THE BEHAVIOR LEADING TO SUPERIOR RESULTS NOT JUST THE OUTCOME • GMP ALSO WORKS VICE VERSA UNREWARDED WORK WILL BE LEFT UNDONE ! Arvutustehnika instituut * A. Kalja * Tarkvaratehnika eri

BACKGROUND OF GMP PHILOSOPHY HUMAN BEHAVIOUR DEPENDS ON THE RESULTS OF THE BEHAVIOUR EXAMPLE: SITUATION • CHILD SEES A RED HOB BEHAVIOUR • TOUCHES IT RESULTS • FINGERS SUFFER THE CHILD NEVER TOUCHES A RED HOB AGAIN Arvutustehnika instituut * A. Kalja * Tarkvaratehnika eri

INFLUENCE OF BEHAVIORAL CONSEQUENCES INCREASING BEHAVIOR POSITIVE REINFORCER/ PRAISE NEGATIVE REINFORCER/ PRAISE “GET, WHAT YOU WANT” “AVOID UNWANTED” e. g. A GOOD SPECIFICATION IS READY: • PROJECT IS ON SCHEDULE • THE BOSS PRAISES • USERS PRAISE ACTUAL SCHEDULE: CONSEQUENCES DECREASING BEHAVIOR PUNISHMENT EXTINCTION “YOU GET, WHAT YOU DIDN’T WANT” “WILL NOT GET, WHAT YOU WANT” e. g. MADE A GOOD DOCUMENTATION FOR A PROGRAM, PASSED THE DEADLINE THE PROJECT WAS COMPLETED BEFORE DEADLINE • AVOIDING OVER HOURS • BOSS IS BARKING • AVOIDING BOSS’S BARKING • NO VACATION PROVIDED Arvutustehnika instituut * A. Kalja * Tarkvaratehnika eri

EXAMPLES OF REWARDING REWARD MORAL OR “THANK YOU” PUBLIC RECOGNITION BEST WORKER ACCESS TO “GALLERY OF PROMINENTS” A STORY IN THE LOCAL PAPER APPOINTED MORE RESPONSIBLE TASKS ETC. MATERIAL COMPANY CALENDAR/PENS COFFEES-CAKES FLOWERS LUNCH SEMINAR ABROAD PARKING NEXT DOOR SHARES OF THE COMPANY FINANCIAL REWARD SPARE TIME NB! OFTEN THE MATERIAL REWARD IS DELIVERED AS A SUPPLEMENT AT MORAL REWARD CEREMONY ADVANCE IN SALARY ETC. NB! IF THE PRIZE IS TO AWARD A CERTAIN SPECIAL PERFORMANCE • THE PRIZE AND THE PERFORMANCE MUST SHOW A CLEAR LINK • ORG. PRIZE CEREMONY AS SOON AS POSSIBLE AFTER THE EVENT • TELL SPECIFICALLY WHAT WAS DONE WELL! Arvutustehnika instituut * A. Kalja * Tarkvaratehnika eri

Highlights

TREATMENT OF POOR PERFORMANCE Arvutustehnika Instituut * A. Kalja * Tarkvaratehnika eri

WHAT IS A POOR PERFORMANCE/REALIZATION ? Worker’s performance is poor, when his work deviate negatively from specified purpose or realization standards/norms especially if the deviation is significant and / or repeated. PRINCIPLE 1: MANAGER DOES NOT HAVE THE RIGHT OR OBLIGATION TO HIDE POOR PERFORMANCE PRINCIPLE 2: DEVIATION MUST BE DEALT WITH AT ONCE GOLDEN RULE OF TREATMENT OF THE POOR PERFORMANCE FIRST FIND THE CAUSE OF POOR PERFORMANCE ALWAYS START THE SEARCH FROM YOURSELF! • HAVE YOU DONE EVERYTHING TO ENSURE THE SUCCESS OF YOUR WORKER? • HAVE YOU SET CORRECTLY THE OBJECTIVES AND DEVELOPMENT STANDARDS ? • HAVE YOU PRESENTED THE OBJECTIVES AND DEVELOPMENT STANDARDS TO YOUR WORKERS IN A CLEAR AND UNDERSTANDABLE WAY ? ONLY IF YOU ANSWER "YES“ TO ALL THESE QUESTIONS, YOU CAN CONSIDER YOURSELF „CLEARED“ - OTHERWISE YOU ARE THE POOR PERFORMER: CONSULT WITH YOURSELF OVER THE PERFORMANCE PROBLEMS ! Arvutitehnika instituut * A. Kalja * Tarkvaratehnika eri

HOW COMES POOR PERFORMANCE ? ANALYZE, WHAT CAUSES OR MIGHT CAUSE THE POOR PERFORMANCE. GO DEEP UNTIL THE ROOT CAUSE USING e. g. THE 5 WHYS TECHNIQUE. IF THE REASON OF POOR PERFORMACE IS THE MOTIVATION-PROBLEM, ASK DIRECTLY: „WHY DOES THE WORKER HAVE A MOTIVATION-PROBLEM, WHERE DOES IT COME FROM ? “ etc. Arvutitehnika instituut * A. Kalja * Tarkvaratehnika eri

BEFORE TOUCHING POOR PERFORMANCE FIND OUT IF THE WORK HAS CLEAR STANDARDS AND PERFORMANCE NORMS SET • BOTH UNWRITTEN AND WRITTEN • DO PEOPLE KNOW AND MASTER THEM MAKE YOUR EXPECTATIONS AND PERFORMANCE STANDARDS CLEAR TO THE WHOLE GROUP • EXPLAIN YOUR PERSPECTIVE • ASK GROUP MEMBERS FOR THEIR VISIONS • TRY TO REACH A COMMON UNDERSTANDING WITH THE GROUP ON OBJECTIVES AND NORMS RECALL WHETHER YOURSELF HAVE CONTRIBUTED AS MUCH AS POSSIBLE RECALL WHETHER ANYONE ELSE COULD BE INVOLVED IN CAUSING THIS PROBLEM SHOULD YOU ORGANIZE A DISCUSSION ON PERFORMANCE PROBLEMS? • IN CASE OF UNEXPECTED OR JUST A SMALL SHORT -COMING - NO • IN CASE OF A LONG-TERM OR BIG PROBLEM - YES Arvutitehnika instituut * A. Kalja * Tarkvaratehnika eri

INSTRUCTIONS HOW TO TREAT POOR PERFORMANCE MAKE "BUYING" IMPROVEMENTS AS EASY AS POSSIBLE • Do not try to make you the winner and him the loser • Organize opportunities to succeed – be open • Be willing to „barter“ deals for success • Show empathy, do not be stubborn • Be friendly – let him keep his pride • Do not complain - ask and listen • Encourage positively to achieve progress and results FOCUS ON THE PROBLEM - NOT PEOPLE DEAL WITH THE BEHAVIOR - NOT PERSONALITY • It is easier to alter behavior than personality • It is easier to tell what to do differently than how to be different • You can accept the worker as a person but object to the behavior and its consequences • You have the right to deal with the poor performance problems, but if you don’t like the worker’s „face“ then the problem lies in you. Arvutitehnika instituut * A. Kalja * Tarkvaratehnika eri

DISCUSSION OF THE PERFORMANCE PROBLEM • TAKES PLACE BETWEEN THE MANAGER AND THE SUBORDINATE IF ACTIONS HAVE NOT BROUGHT IMPROVEMENT • GOAL: THE SUBORDINATE SHOULD WISH TO IMPROVE • TALK ALTERNATIVES: ACHIEVE CONSENSUS ON DEVELOPMENT STANDARDS • Find out the subordinate’s vision of standards • If the has been assigned standards, explain them • Introduce your vision • Summarize both visions • Reach the consensus on the correct standards ACHIEVE CONSENSUS ABOUT THE GAP BETWEEN THE STANDARDS AND PERFORMANCE • Ask him if he thinks he has done the work according to standards • Demand explanations politely but firmly: “We can get back to the causes of poor performance later, but right now I want to know, what has and what hasn’t happened” • Tell him specifically in what part he has failed to do a good job: “We agreed that you produce the report by the end of March, but you brought it three weeks late” • NB! Pay attention, if for some reason he has true causes for poor performance. You might not be aware all the facts. Arvutitehnika instituut * A. Kalja * Tarkvaratehnika eri

DISCUSSION OF THE PERFORMANCE PROBLEM cont… ACHIEVE CONSENSUS THE SIZE OF THE GAP BETWEEN STANDARDS AND PERFORMANCE • Tell him where he has performed well • Tell him where he has performed poorly • Explain the consequences of poor performance; do it without asking questions Try to make him talk how his poor performance will affect the company and him • Think if you can make him to summarize your consensus ACHIEVE CONSENSUS ON WHO WILL BE RESPONSIBLE OF REDUCING THE GAP • The goal is to get him wish to apply fixes, and take responsibility for reducing the gap. • For example, you might ask: “Sass, what could we do about this thing? ” or “What would you suggest to improve the situation? ” or “Can I help you? ” • The goal is to make him try to find help himself I'm not talking about providing a ready-made recipe (even in case I have it ready in my back pocket). Ask for example: „What would you suggest if someone would approach you with a similar problem? “ Arvutitehnika instituut * A. Kalja * Tarkvaratehnika eri

DISCUSSION OF THE PERFORMANCE PROBLEM ACHIEVE CONSENSUS ON MEASURES TO REDUCE THE GAP • First find out together the reasons of the poor performance • Agree on corresponding measures, for example: * Changing the tasks * Additional training * Clarification of goals and standards * More thorough work management * Etc. • Summarize steps to take, write them down and give him a copy AGREE ON SCHEDULE AND DIMENSION OF THE FIXES • Agree on how to measure fixes, according to results or behavior • TAKE CARE THAT OTHER GROUP MEMBERS WILL NOT DISCOVER HIM BEING „MONITORED“ SCHEDULE THE CHECKUP MEETING • Agree, when you will meet again to validate the fixes If fixes are in order you can finish up: “The problem is over and no reason to ever get back to it. Good Job! Thank You!” Arvutitehnika instituut * A. Kalja * Tarkvaratehnika eri

Highligts

POST ASSESSMENT OF THE WORK Arvutustehnika Instituut * A. Kalja * Tarkvaratehnika eri

POST ASSESSMENT OF THE WORK • DESCRIBE PRECISELY WHAT HE DID WELL / POORLY • RATE THE PROBLEM AS SOON AS IT OCCURS • PROVIDE ENOUGH TOTALLY POSITIVE CREDITS BUT NOT IN ADVANCE • ASSOCIATE ASSESSMENT WITH THE RELEVANT PEOPLE • TALK ABOUT HOW YOU FEEL • RATE ACCORDING TO THE VALUE OF THE OUTCOME • WHEN YOU PROVIDE AN ASSESSMENT DEMANDING FIXES THEN: * NEVER DO IT IN PUBLIC * BE CONSTRUCTIVE AND ENCOURAGING * TRY APPLYING THE SANDWICH TECHNIQUE: + first provide positive assessment; to make the person receptive - provide correcting assessment; focus on asking and not telling + finish positively; this keeps the mind up and encourages to start fixing * DO NOT ASSESS THE INDIVIDUAL, ONLY HIS BEHAVIOR AND WHAT CONCLUDES OF IT Arvutitehnika Instituut * A. Kalja * Tarkvaratehnika eri

MANAGEMENT OF MINUTES “THE ONE MINUTE MANAGER” – BEST STYLE OF GOAL MANAGEMENT MINUTE GOALS: • EMPLOYEE MAKES THE NOTES • READABLE IN ONE MINUTE • LOOKED THROUGH TOGETHER WITH THE MANAGER SET NEW GOALS SPECIFY GOALS ARE THE GOALS ACHIEVED? YES NO BLAME OF EMPLOYEE NO MINUTE ACKNOWLEDGEMENT: • GIVE SINCERE CREDIT TO THE PERFORMANCE • DO IT FOR CERTAIN • TELL, WHAT HE MANAGED TO DO RIGHT • ASK FOR HIS OPINION OF HIS PERFORMANCE • SEE TO HIM AND INSPIRE YES MINUTE DISCUSSIONS WITH EMPLOYEES: • BE SINCERE ABOUT THE PERFORMANCE • DO IT FOR CERTAIN • TELL, WHERE HE HAS BEEN WRONG • ASK FOR HIS OPINION HOW OF HIS PERFORMANCE • SEE TO HIM AND INSPIRE MINUTE THOUGTHS FOR YOURSELF: • THINK ABOUT YOURSELF • RECALL, WHAT’S TO BE DONE DIFFERENTLY IN THE FUTURE Arvutitehnika Instituut * A. Kalja * Tarkvaratehnika eri

PAIR WORK/GROUP WORK POST ASSESSMENT OF THE WORK The goal is to practice presenting both positive and negative evaluation by playing out the respective roles. Students are paired up; one will get to “play” the project manager, the other will „play“ the project group member. The task for the project manager is to give a real-life assessment to the team member's work. Every pair will prepare and perform one role-playing game. Task 1: Providing positive assessment: Take a real-life event, or just make one up, where the employee has done a good job and the project manager wants to talk about it. Task 2: Providing negative assessment: Take a real-life event, or make one up, where the employee has performed poorly or even left the job undone and the project manager wants to talk about it. Task 3: The evaluation of performances. First of all define together the assessment criteria. In other words determine what makes a good performance. Use these common criteria to give score points, but decide individually. Things to consider : 1) what was well done in performance? 2) what was inadequate? 3) how could the presentation be improved ? The main focus should be on the relevance of the presentation – not so much on actor's skills. Arvutitehnika Instituut * A. Kalja * Tarkvaratehnika eri

Highligts

DELEGATION Arvutustehnika Instituut * A. Kalja * Tarkvaratehnika eri

WHY IS IT USEFUL TO DELEGATE ? Think of at least 10 good reasons why you should delegate ? Arvutitehnika instituut * A. Kalja * Tarkvaratehnika eri

WHY WE DO NOT DELEGATE ? Write down typical or probable reasons why we do not delegate, although we should and have an opportunity to do it ? Arvutitehnika instituut * A. Kalja * Tarkvaratehnika eri

WHAT TO DELEGATE ? What kind of things or tasks the project manager could typically delegate to others? To whom he could delegate them? What are things the project manager should not „under any circumstances“do by himself ? Arvutitehnika instituut * A. Kalja * Tarkvaratehnika eri