Working in Teams; Systems Development Lifecycle Roles CSE1204 - Information Systems 1

Working in Teams;Working in Teams;

Systems Development Lifecycle RolesSystems Development Lifecycle Roles

CSE1204 - Information Systems 1CSE1204 - Information Systems 1

Monash Univertsity, SIMS, Semester One, 2005Monash Univertsity, SIMS, Semester One, 2005 22

Teams in systems developmentTeams in systems development

systems development is a team effortsystems development is a team effort teams are organised on a project basisteams are organised on a project basis team membership can include various team membership can include various

stakeholdersstakeholdersstakeholder: stakeholder:

a person who has an interest in an a person who has an interest in an existing or new information existing or new information

systemsystem


A team is a group where:A team is a group where: Members are operating within a charterMembers are operating within a charter members see themselves as having specified rolesmembers see themselves as having specified roles Members see the team as accountable for achieving Members see the team as accountable for achieving

specified organisational goalsspecified organisational goals The organisation provides the settingThe organisation provides the setting The team provides a forum where the members interact, The team provides a forum where the members interact,

relationships develop, a common approach emerges, relationships develop, a common approach emerges, goals are reachedgoals are reached

(Dwyer 1997 chap 10) (Dwyer 1997 chap 10)



membership of a system development membership of a system development project team can include: project team can include:

IT managers, systems analysts, users, IT managers, systems analysts, users, business managers, programmers, and business managers, programmers, and other specialists at various points in the other specialists at various points in the projectproject



there is a team leader (or project manager) there is a team leader (or project manager) responsible for organising work on the projectresponsible for organising work on the project

everyone else is nominally equaleveryone else is nominally equal nature of the project determines the team skill nature of the project determines the team skill

setset size: large enough for specialist skills, large size: large enough for specialist skills, large

teams are difficult to manage, teams within teams are difficult to manage, teams within teams are commonteams are common

Working in teamsWorking in teams


Stages in team developmentStages in team development

The five stages in the general pattern of team The five stages in the general pattern of team development are:development are:

Forming: interaction beginsForming: interaction begins Storming: conflict emergesStorming: conflict emerges Norming: team rules of behaviour are Norming: team rules of behaviour are

establishedestablished Performing: the tasks are accomplishedPerforming: the tasks are accomplished Adjourning: the team breaks up as tasks are Adjourning: the team breaks up as tasks are

finalisedfinalised (Dwyer 1997 chap 10)(Dwyer 1997 chap 10)


team success depends onteam success depends on the team’s skills - how the group is assembledthe team’s skills - how the group is assembled the efforts of the team: participation and the efforts of the team: participation and

productivityproductivity the management of the team: the leader must the management of the team: the leader must

be organised, informed, with good be organised, informed, with good communication and human relations skillscommunication and human relations skills

Working in teamsWorking in teams


Characteristics of good teamsCharacteristics of good teams diversitydiversity tolerancetolerance communicationcommunication trusttrust put the team firstput the team first reward structurereward structure

(Hoffer et al p 17, p 57(Hoffer et al p 17, p 57))


diversitydiversitybackgrounds, skills, goalsbackgrounds, skills, goals represents all stakeholdersrepresents all stakeholders increases likely acceptance of the systemincreases likely acceptance of the systemexposes team members to a range of ideas exposes team members to a range of ideas

and viewsand views

Characteristics of good teamsCharacteristics of good teams


tolerancetoleranceof diversity, uncertainty, ambiguityof diversity, uncertainty, ambiguityof new or different ideas: may help to generate of new or different ideas: may help to generate

better solutionsbetter solutions

communicationcommunication team members must communicate clearly and team members must communicate clearly and

completely with each othercompletely with each other



trusttrust requires mutual respectrequires mutual respect improves effectiveness of communicationimproves effectiveness of communication

put the team firstput the team first team members’ own views and goals should team members’ own views and goals should

be secondary to the goals and views of the be secondary to the goals and views of the groupgroup

commitment to the teamcommitment to the team



reward structurereward structureshould promote shared responsibilityshould promote shared responsibilityshould promote accountabilityshould promote accountability reward team members for effective reward team members for effective

contribution to the groupcontribution to the grouphigh performance teams also havehigh performance teams also have

small team size (max 8-10 people)small team size (max 8-10 people)high level of enjoymenthigh level of enjoyment



Factors operating in groupsFactors operating in groups

pressure for uniformity and conformitypressure for uniformity and conformity role diversityrole diversity

task rolestask rolesgroup building rolesgroup building rolesself-centred rolesself-centred roles

status and powerstatus and power cohesivenesscohesiveness


CohesivenessCohesiveness

represents group solidarityrepresents group solidaritystability through crisisstability through crisissense of belonging to the groupsense of belonging to the groupstrongly associated with conformitystrongly associated with conformitynegative effects as well as positivenegative effects as well as positive


Group decision makingGroup decision making

professional work involves many decisionsprofessional work involves many decisions with group work decisions impact otherswith group work decisions impact others meetings allow group decision makingmeetings allow group decision making

democratic decisionsdemocratic decisionsagreed and equitable load sharingagreed and equitable load sharing review of strategyreview of strategy formal authorisationsformal authorisations


Group membershipGroup membership

group membership presumes competencegroup membership presumes competenceaddress your knowledge and skills address your knowledge and skills

shortfallsshortfalls in your specific, delegated tasksin your specific, delegated tasks in related areasin related areas in your general ability and skill levelsin your general ability and skill levels


Negotiation in teamsNegotiation in teams

Negotiation: two or more parties try to solve problems, Negotiation: two or more parties try to solve problems, reach agreementreach agreement

Effective negotiation: meet as many interests as Effective negotiation: meet as many interests as possible in a durable agreementpossible in a durable agreement

Be aware of personal styles: e.g. self-denying, self-Be aware of personal styles: e.g. self-denying, self-protecting, self-exposing, protecting, self-exposing,

Psychological barriers: e.g. fear of conflict, wanting to be Psychological barriers: e.g. fear of conflict, wanting to be liked, feeling intimidated, lack of self-confidence, need to liked, feeling intimidated, lack of self-confidence, need to be “nice”, fear of losing face, guilt about being assertive be “nice”, fear of losing face, guilt about being assertive etc.etc.


Five step approach:Five step approach: Plan: prepare objectives, gather information, sequence of Plan: prepare objectives, gather information, sequence of

issues, other parties’ objectives etc.issues, other parties’ objectives etc. Discuss: establish trust, confirm facts, identify each party’s Discuss: establish trust, confirm facts, identify each party’s

objectives, views, areas of agreementobjectives, views, areas of agreement Propose: define issues and what has to be resolved, deal Propose: define issues and what has to be resolved, deal

with one at a time, avoid passing judgement, summarise with one at a time, avoid passing judgement, summarise content, views to confirm understandingcontent, views to confirm understanding

Negotiate the issue: ask for what you want, accept Negotiate the issue: ask for what you want, accept compromise for satisfactory outcomes for all, generate compromise for satisfactory outcomes for all, generate many options etc.many options etc.

Check: the agreement made, confirm commitmentCheck: the agreement made, confirm commitment

Negotiation: the processNegotiation: the process


Principled negotiation method:Principled negotiation method: People - separate the people from the problemPeople - separate the people from the problem Interests - focus on interests, not positionsInterests - focus on interests, not positions Options - generate a variety of possibilities Options - generate a variety of possibilities

before choosing an optionbefore choosing an option Criteria - ensure results are based on some Criteria - ensure results are based on some

objective standardobjective standard

see Dwyer 1997 chap 6see Dwyer 1997 chap 6

Negotiation: the processNegotiation: the process


Negotiating optionsNegotiating options

Compromise:Compromise: concessions by one or more parties concessions by one or more parties Collaboration:Collaboration: parties cooperate to produce a parties cooperate to produce a

solution acceptable to allsolution acceptable to all Competition:Competition: one party gains the advantage over one party gains the advantage over

the other(s)the other(s) Accommodation:Accommodation: one party willingly adapts to the one party willingly adapts to the

other’s needsother’s needs Withdrawal:Withdrawal: one party retracts or backs away one party retracts or backs away


Conflict resolutionConflict resolution

Indicators of conflict:Indicators of conflict:

Discomfort: things do not feel “right”Discomfort: things do not feel “right” Incidents: e.g. a sharp exchange occursIncidents: e.g. a sharp exchange occurs Misunderstandings: motives, facts are confusedMisunderstandings: motives, facts are confused Tension: relationships affected by negative attitudes, Tension: relationships affected by negative attitudes,

fixed opinionsfixed opinions Crisis: normal functioning is affected, extreme reactions Crisis: normal functioning is affected, extreme reactions

are contemplatedare contemplated


Why does Conflict Occur?Why does Conflict Occur?

differences in values, attitudes, traditions, prejudicesdifferences in values, attitudes, traditions, prejudices different goalsdifferent goals expectations not being fulfilledexpectations not being fulfilled different work practicesdifferent work practices responses to incidents responses to incidents misunderstandingmisunderstanding competitioncompetition feelings of anger, of disappointment, of being feelings of anger, of disappointment, of being

offendedoffended


Types of ConflictTypes of Conflict

Internal/within the self: when our own needs, emotions Internal/within the self: when our own needs, emotions and experiences are unresolved or unsatisfied.and experiences are unresolved or unsatisfied.

External/outside of the self: occurs between two or more External/outside of the self: occurs between two or more people, leads to people, leads to discomfortdiscomfort, , misunderstandingmisunderstanding, , tensiontension and perhaps and perhaps crisis.crisis.

Realistic: resolvable conflict because both parties are Realistic: resolvable conflict because both parties are amenable/willing to resolve the difference.amenable/willing to resolve the difference.

Unrealistic: difficult to resolve because neither party is Unrealistic: difficult to resolve because neither party is willing to change and negotiation becomes difficult.willing to change and negotiation becomes difficult.


Responses to ConflictResponses to Conflict

Define the issuesDefine the issues

Determine the major concerns and needs of Determine the major concerns and needs of each party using: each party using: feedback skills, listening feedback skills, listening skills, assertive behaviour, non-verbal skills, assertive behaviour, non-verbal messages, empathymessages, empathy

Generate solutions: brainstorm options, Generate solutions: brainstorm options, introduce an action plan to ensure that those introduce an action plan to ensure that those options are implementedoptions are implemented


Effective communication is essential: active Effective communication is essential: active listeninglistening

Assertive behaviour is bestAssertive behaviour is best Assertive behaviour is constructive because you Assertive behaviour is constructive because you

state and uphold your views whilst respecting state and uphold your views whilst respecting those of othersthose of others

Aggressive behaviour is not constructive as it Aggressive behaviour is not constructive as it involves dominating and winning at all costsinvolves dominating and winning at all costs

Submissive behaviour is not constructive as it Submissive behaviour is not constructive as it involves an inability to promote a point of view involves an inability to promote a point of view and one’s own needs and goalsand one’s own needs and goals

Responses to conflictResponses to conflict


Negotiation: Styles and StrategiesNegotiation: Styles and Strategies

Negotiation is a process in which two or more people Negotiation is a process in which two or more people attempt to resolve differences, discuss problems and attempt to resolve differences, discuss problems and arrive at an agreementarrive at an agreement

Style: personal style will affect the way in which an Style: personal style will affect the way in which an individual negotiates and can be classified according to individual negotiates and can be classified according to ways in which the individual uses/experiencesways in which the individual uses/experiences power power and and psychological barrierspsychological barriers

Strategies: Strategies: win-win, win-losewin-win, win-lose - each strategy has a - each strategy has a different outcome and relies on different styles of different outcome and relies on different styles of communicationcommunication


Stages in the Negotiation ProcessStages in the Negotiation Process Plan - establish clear objectives before engaging the other Plan - establish clear objectives before engaging the other

partiesparties Select appropriate time and settingSelect appropriate time and setting Set the Context- establish trust and confidence via Set the Context- establish trust and confidence via

listening skills, establish the areas of common ground, listening skills, establish the areas of common ground, ensure all parties feel equal and safeensure all parties feel equal and safe

Define needs - establish the needs of each party by Define needs - establish the needs of each party by listeninglistening

Discuss - deal with one issue at a time, clarify and Discuss - deal with one issue at a time, clarify and summarise the content, feelings and ideas which are, and summarise the content, feelings and ideas which are, and have been, communicatedhave been, communicated

Negotiate - brainstorm possible solutions, evaluate those Negotiate - brainstorm possible solutions, evaluate those options, select those that everyone can agree to, options, select those that everyone can agree to, implement the solutionsimplement the solutions


Conflict resolution optionsConflict resolution options

Compromise – (win-win) will it last?Compromise – (win-win) will it last?

Collaboration – (win-win) will it continue?Collaboration – (win-win) will it continue?

Competition – (win-lose) revenge?Competition – (win-lose) revenge?

Accommodation – (lose-win) “thin end of the Accommodation – (lose-win) “thin end of the wedge”?wedge”?

Avoidance – (no resolution) repeat?Avoidance – (no resolution) repeat?


Remember…...Remember…...

use “I” messagesuse “I” messages try to separate the people from the problemtry to separate the people from the problem focus on interests rather than positionsfocus on interests rather than positions discuss a variety of possibilities for resolution discuss a variety of possibilities for resolution

before determining an optionbefore determining an option establish clear and concise criteria to ensure results establish clear and concise criteria to ensure results

of the process are based on an objective standardof the process are based on an objective standard


People and Tasks in the People and Tasks in the SDLCSDLC

Building a house: Building a house:

who is involved?who is involved? ClientClient Architect finds out what client wants and prepares a Architect finds out what client wants and prepares a

design to satisfy themdesign to satisfy them Builder oversees the construction processBuilder oversees the construction process Building specialists carry out various part of the Building specialists carry out various part of the

construction (bricklaying, plumbing, electrical work, tiling, construction (bricklaying, plumbing, electrical work, tiling, etc)etc)


Computing People in the Computing People in the SDLCSDLC

Project manager - manages the projectProject manager - manages the project Analysts/designers - the architects who decide Analysts/designers - the architects who decide

how the system will look and workhow the system will look and work Programmers/database/network designers - the Programmers/database/network designers - the

builders who make and put together the system builders who make and put together the system componentscomponents

Operations/systems administration/data Operations/systems administration/data communications - the operational people who communications - the operational people who look after the technology infrastructure to make look after the technology infrastructure to make the system runthe system run


Business People in the SDLCBusiness People in the SDLC

Senior managers - who decide what the Senior managers - who decide what the organisation’s needs and priorities are and organisation’s needs and priorities are and allocate resources accordinglyallocate resources accordingly

Middle managers - who decide how their part of Middle managers - who decide how their part of the organisation runs, allocate resources the organisation runs, allocate resources accordingly and advise or seek support from accordingly and advise or seek support from senior management when necessarysenior management when necessary

End users (operational staff) - who do the workEnd users (operational staff) - who do the work


Managers in the SDLCManagers in the SDLC Project managers Project managers

co-ordinate the work of the people and co-ordinate the work of the people and resources required to build the system resources required to build the system

plan the project plan the project ensure that everything/everyone is available ensure that everything/everyone is available

when needed when needed see that everything runs according to plan see that everything runs according to plan

and change the plan if necessaryand change the plan if necessary Change managers Change managers

co-ordinate the implementation of the system co-ordinate the implementation of the system in the workplacein the workplace


ConsultantsConsultants specialists in particular areas of business, computing specialists in particular areas of business, computing

or process maangement who provide services which or process maangement who provide services which are not available within the organisationare not available within the organisation

VendorsVendors provide the computing resources and support provide the computing resources and support

services which are not available within the services which are not available within the organisationorganisation

External People in the SDLCExternal People in the SDLC


Co-ordination and integration Co-ordination and integration of people in the SDLCof people in the SDLC

building an information system involves lots of building an information system involves lots of specialised input to each phase from people with specialised input to each phase from people with special expertisespecial expertise

this expert knowledge cannot be applied this expert knowledge cannot be applied effectively in isolation from everyone and effectively in isolation from everyone and everything elseeverything else

the effective co-ordination and integration of the the effective co-ordination and integration of the work of everyone involved in building the system work of everyone involved in building the system is critical for successful projectsis critical for successful projects


Computing Resources in the Computing Resources in the SDLCSDLC

Hardware - CPUs, storage devices, input/output Hardware - CPUs, storage devices, input/output devicesdevices

Communications/networking - distributed Communications/networking - distributed systems, local area networks, file servers, systems, local area networks, file servers, client/server, client/server,

Software - programming languages, packaged Software - programming languages, packaged software, existing systemssoftware, existing systems

Interfaces – bridge between human users and Interfaces – bridge between human users and the computer systemthe computer system


Computing Resources: Computing Resources: Hardware Hardware

Existing equipment Existing equipment suitability/ compatibility issuessuitability/ compatibility issues constraints on what can be doneconstraints on what can be done

New equipmentNew equipment understanding its capabilities/limitationsunderstanding its capabilities/limitations compatibility with existing equipmentcompatibility with existing equipment flexibility - scope of what is possible with the systemflexibility - scope of what is possible with the system


Computing Resources : Computing Resources : SoftwareSoftware

The system developer has three main choices The system developer has three main choices concerning software:concerning software:

writing a new, tailor made systemwriting a new, tailor made system

buying a packagebuying a package

modifying or enhancing an existing systemmodifying or enhancing an existing system

The design and subsequent phases of the SDLC The design and subsequent phases of the SDLC will be different depending on which of these will be different depending on which of these approaches is followedapproaches is followed


The Role of the Systems The Role of the Systems Analyst in the SDLCAnalyst in the SDLC

Systems analysts work principally in the analysis Systems analysts work principally in the analysis and design phases of the SDLC and design phases of the SDLC

Work ranges from the more technical Work ranges from the more technical (analyst/programmer) to the business-oriented (analyst/programmer) to the business-oriented and non-technical (business systems analystand non-technical (business systems analyst

Many different specialisations possible Many different specialisations possible depending on the nature of the systems involveddepending on the nature of the systems involved


Analysis and Design in the Analysis and Design in the SDLCSDLC

Compare with the role of an architect in building Compare with the role of an architect in building a housea house

Analysis - finding out WHAT the client needsAnalysis - finding out WHAT the client needs Design - deciding HOW to meet these needsDesign - deciding HOW to meet these needs Distinction between the two is not always as Distinction between the two is not always as

clear in practice as it sounds in theory as they clear in practice as it sounds in theory as they tend to merge in practice (compare architect’s tend to merge in practice (compare architect’s role)role)


What Do Systems Analysts Do?What Do Systems Analysts Do?Collecting InformationCollecting Information

Collect information from clients about their problems and Collect information from clients about their problems and needs for the system, their design preferences, and their needs for the system, their design preferences, and their reaction to possible design optionsreaction to possible design options

Collect information from technical people about the Collect information from technical people about the capabilities and constraints of the technology available to capabilities and constraints of the technology available to help solve the problemhelp solve the problem

Collect information from project managers about project Collect information from project managers about project resources and the development processresources and the development process


Identify and model the key aspects of the system as it Identify and model the key aspects of the system as it exists and/or as the client wants it to beexists and/or as the client wants it to be

Identify and model the connections and relationships Identify and model the connections and relationships between the system components and between the between the system components and between the system and the outside world, as they are now and as system and the outside world, as they are now and as they are proposed to becomethey are proposed to become

Model the system in a form which is understandable and Model the system in a form which is understandable and conveys necessary information about it to all relevant conveys necessary information about it to all relevant audiencesaudiences

What Do Systems Analysts Do?What Do Systems Analysts Do?Modelling the SystemModelling the System


What do Systems Analysts Do?What do Systems Analysts Do?Describing the System Needs and Describing the System Needs and

SolutionsSolutions

Describe it to other analysts - to ensure that your Describe it to other analysts - to ensure that your understanding of the problem and its solution is clear understanding of the problem and its solution is clear and completeand complete

Describe it to the client - to get agreement that this is Describe it to the client - to get agreement that this is how things work/this is what is wrong/this is how they how things work/this is what is wrong/this is how they would like things to workwould like things to work

Describe it to other technical staff - to ensure they know Describe it to other technical staff - to ensure they know what is needed in order that they can do their partwhat is needed in order that they can do their part

Describe it to project management - to get approval to Describe it to project management - to get approval to proceed with developmentproceed with development


What Does the Systems What Does the Systems Analyst Need To Know?Analyst Need To Know?

A systems analyst needs to be able to relate well to a A systems analyst needs to be able to relate well to a wide range of different sorts of people:wide range of different sorts of people: business managementbusiness management system userssystem users technical people (programmers/databasetechnical people (programmers/database

programmers/systems administrators and programmers/systems administrators and operations staff/data communications and operations staff/data communications and network specialists) network specialists)

consultantsconsultants


all the people involved in the SDLC will have all the people involved in the SDLC will have different perspectives of a system and the different perspectives of a system and the systems building processsystems building process

the analyst must be able to understand their the analyst must be able to understand their perspective and be able to 'talk their language'perspective and be able to 'talk their language'

an analyst often has to be like an interpreteran analyst often has to be like an interpreter

What Does the Systems What Does the Systems Analyst Need To Know?Analyst Need To Know?


The systems analyst’s skillsThe systems analyst’s skills

Several categories of skillsSeveral categories of skills

Interpersonal communicationInterpersonal communicationAnalyticalAnalyticalCreativeCreativeTechnicalTechnicalBusiness and organisationalBusiness and organisational


ReferencesReferences

WHITTEN, J.L., BENTLEY, L.D. and DITTMAN, K.C. (2001) 5th ed., WHITTEN, J.L., BENTLEY, L.D. and DITTMAN, K.C. (2001) 5th ed., Systems Analysis and Design MethodsSystems Analysis and Design Methods , Irwin/McGraw-HilI, New , Irwin/McGraw-HilI, New York, NY. Chapter 1York, NY. Chapter 1

HOFFER, J.A., GEORGE, J.F. and VALACICH (2005) 4th ed., HOFFER, J.A., GEORGE, J.F. and VALACICH (2005) 4th ed., Modern Systems Analysis and DesignModern Systems Analysis and Design, Benjamin/Cummings, , Benjamin/Cummings, Massachusetts.Massachusetts.

Chapter 1Chapter 1

DWYER, J. (1997) The Business Communication Handbook (4DWYER, J. (1997) The Business Communication Handbook (4 thth edition) Prentice-Hall, New York, N.Y. Chapters 6,7,10edition) Prentice-Hall, New York, N.Y. Chapters 6,7,10

Documents

Working in Teams; Systems Development Lifecycle Roles CSE1204 - Information Systems 1