Human Resource management os software engineering
- 2. Software Development • Chapter 14 — Software Development Issues • Chapter 15 — Human Resource Management • Chapter 16 — Software Economics
- 3. Chapter 15 — Human Resource Management(HRM) • 15.1 Management Responsibilities • 15.2 Management Styles • 15.3 Developing Job Descriptions • 15.4 Hiring • 15.5 Maintaining the Desired Environment • 15.6 Preserving Accountability (المساءلة على )الحفاظ • 15.7 Grooming and Succession Planning • 15.8 Summary and Concluding Remarks “without development, there is no software product”
- 4. • The job of a manager may be summarized in the following : 1. To motivate people to be the best they can be. 2. To seek out the best interest of his or her employees. 3. To create the environment that will ensure the achievement of all organizational objectives to which his/her job applies 4. To be an example of accountability, professionalism and excellence. • The manager uses various strategies and assumes certain responsibilities: These strategies and responsibilities will vary according to the organization, the nature of the job, and the individual. • some general functions of management have been identified: Planning, coordinating , controlling, Hiring 15.1 Management Responsibilities
- 5. • There are many theories on management styles a brief of the more popular ones follows: 1. Autocratic Management (االستبدادية )االدارة • In autocratic management, the manager commands his/her team members and requires them to follow his/her instructions. • Advantages of this approach are: 1. The manager gets things done his/her way. 2. The manager has the sense of total control. • Disadvantages of this approach are: 1. The manager’s way may not always be the most correct. The approach presumes that team members are not smart enough to be trusted with major responsibilities. 2. People don't like to be commanded 15.2 Management Styles
- 6. Democratic Management (الديمقراطية )االدارة • In democratic management, the manager requests ideas and inputs from his/her team members. The best suggestions are taken and incorporated into planning and operation. • Advantages of this approach are: 1. Team members are encouraged to participate in important decision-making. This gives them a sense of belonging and commitment. 2. • The sense of belonging and commitment motivates team members to share in the corporate mission and consider going the extra effort for it. 3. • Healthy work relationships can be built between managers and team members. • Disadvantages of this approach are: 1. The main disadvantage of this approach is that does not always yield positive results; experience has shown that there are scenarios that do not warrant it. 15.2 Management Styles
- 7. Path-goal leadership (والهدف المسار )قيادة • In path-goal leadership, the leader influences the performance, and motivation of his/her team members by • setting clear achievable goals for team members; • offering rewards for achieving these goals; • clarifying paths towards these goals; • removing obstacles to performance and eventual achievement of goals. • The leader does this by adopting a certain leadership style based on the situation: Directive Leadership, Supportive Leadership, Participative Leadership, Achievement-oriented Leadership 15.2 Management Styles
- 8. Path-goal leadership (والهدف المسار )قيادة • Advantages of this approach are: 1. It builds the confidence of team members and inspires them to contribute their best. 2. It can build a healthy working environment. • Disadvantages of this approach are: 1. The environment could become overly competitive, thus creating animosity among team members. 2. If team members are not adequately prepared for this, the efforts could be counterproductive. 15.2 Management Styles
- 9. • Laissez Faire Management (التدخل عدم )ادارة • In Laissez Faire Management , the manager assumes little or no control. He/she allows team members to do whatever they please. Although there are situations that warrant this management style (for example: a Christmas party). • Transformational Leadership (التحويلية )القيادة • The Super Leader Approach(الفائق القائد )ادارة • Task-Oriented Leadership(المهام نحو الموجهة )القيادة • Relation-Oriented Leadership(العالقات نحو الموجهة )القيادة • Contingency Leadership (الطوارئ )قيادة 15.2 Management Styles
- 10. • As a computer science professional with management responsibilities, you may be called upon to develop job descriptions for junior positions in your division or department, from time to time. • Different organizations will have different standards regarding how their job description should be written. • Figure 15-1 provides a checklist of the essential components of a job description. 15.3 Developing Job Descriptions Figure 15-1. Basic Components of a Job Description
- 11. • Hiring is a very important management function. • No manager can function without people (human resources). • The software engineer may be called upon to participate in the process of hiring suitably qualified individuals to be part of the project team. • Below are some important considerations for the hiring process: 1. Clearly define the position to be filled. If it is a new one, then approval from a senior level of management may be required. In any case a clearly defined job description should be in place. 2. Advertise for applicants to fill the position. 3. Convene an interview panel. 4. Arrange for interviews of the applicants. Depending on the organization, the interview schedule may vary. 1. A technical interview 2. A human resource interview 3. A final interview is usually done to make an offer to the selected person. In some instances, the stages may be merged. For instance, technical and human resource interviews may be merged as one. 5. Select the most suitable individual. 15.4 Hiring
- 12. • Before conducting an interview, the software engineer must make the required preparation: 1. Prepare a set of criteria to be met by the applicant. 2. Review the applicant’s CV. 3. Prepare questions that are consistent with the defined criteria. • it is standard practice to have in each organization, an interview evaluation form. • Figure 15-2 illustrates a sample interview evaluation form • During the interview, below is a checklist of some of the things you should check for each applicant: • Required Qualification • Familiarity with Technology • Human Relations Skills • Motivation and Drive • Problem-Solving Skills 15.4 Hiring Figure 15-2. Sample Interview Evaluation Form
- 13. • Whether you got a promotion or were hired into the position, you are likely to face initial challenges. Following are some uncomfortable situations that you may face: • There may be some resistance to changes that you want to put in place, in your new capacity. • Individuals may try to challenge your mettle during the early period of your administration. • As the leading software engineer, you want to create an environment where negative factors that could potentially undermine the success of your team are discouraged, With this focus in mind, it is a good idea to schedule an initiation meeting, shortly after assuming your responsibilities. At this meeting the following activities should occur: 1. Meet the team members (if the team is very large, then meet the key players, for instance, people who report to you, along with the supervisors). 2. Clearly outline what your expectations are, and perhaps the mode of operation that you will pursue. 3. Find out what the team members expect from you and determine whether you can deliver on those expectations. 4. If you are new to the organization, try to get an appreciation of each (major) team member’s job (before the meeting, you should familiarize yourself with the company norms and policies). 15.5 Maintaining the Desired Environment
- 14. • To achieve and maintain the desired environment, the following strategies will be also useful: • Be a good motivator. • Develop good conflict resolution skills. • Be an effective communicator. • Be generous in rewarding outstanding achievement. 15.5 Maintaining the Desired Environment
- 15. • To achieve and maintain the desired environment, the following strategies will be also useful: • Be a good motivator. • Develop good conflict resolution skills. • Be an effective communicator. • Be generous in rewarding outstanding achievement. • It is the responsibility of every manager to put in place a system of accountability that ensures that team members perform according to expectations. This will ultimately ensure that important deadlines are met, and goals are accomplished. The software engineer is by no means excluded from this responsibility. To preserve accountability, the software engineer may pursue many strategies: • Design and assign the work schedules of team members. • Have a system of evaluating performance against assigned work. • Have a system of reward/recognition for outstanding performance 15.6 Preserving Accountability
- 16. • Succession planning is a very important function of any conscientious manager; • it is particularly critical in the case of information management since any failure of the organization's information systems could prove disastrous. • A responsible software engineer will therefore have a small cadre of (one to three) individuals (depending on the size of the division or department) who are specially trained and prepared to assume overall responsibility, should he/she temporarily orpermanently depart the organization. • Although selfishness()االنانية often inhibits this being done, professionalism demand it. • Although possible negative repercussions from implementing a succession plan, it remains a good idea as the benefits far outweigh the possible drawbacks. Among the benefits to be gained are the following: • Continuity on mission-critical projects, even in the face of sudden unavailability of the project manager • High level of motivation among team members 15.7 Grooming and Succession Planning
- 17. • The functions of a manager may be summarized as planning, organizing, coordinating, leading, and hiring. Software engineers with management, responsibilities are often called upon to carry out these functions. • there are many leadership styles available to software engineering project manager likes the autocratic style and democratic style. • The software engineer should be comfortable updating or creating job descriptions for himself/herself or other members of the software engineering team. • The software engineer may be called upon to engage in the process of hiring new members of the software engineering team. Knowing the standard approach for this function is therefore important. • The software engineer should know how to create and maintain an environment that is conducive to the success of the software engineering projects. • The software engineer should know how to preserve accountability in the workplace. This includes designing and assigning work, as well as evaluating the performance of team members. • A responsible and smart software engineer always has a grooming and succession plan. 15.8 Summary and Concluding Remarks
- 18. Thank You