cp/usth/ICT2.7/P1L2 Life Cycle Models Subtitles/22 - Classic Mistakes: People - lang_en_vs4.srt

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Now we get to the final part of the lesson.

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And in this part I want to talk about well known,

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ineffective development practices. These practices, when followed, tend to lead

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to predictably bad results. So let's look at some examples of

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these classic mistakes. And we're going to start with mistakes

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involving people. And notice that there is a long list. So

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I'm going to discuss just a few of those mistakes.

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And I'm going to point you to more information on this

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topic in the class notes. And some of these mistakes are

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actually kind of entertaining. So I'll recommend that you look at

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the class notes and go in more depth in this list.

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So the first people mistake I want to mention is the

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one that I define, heroics. And this refers to too much

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emphasis on can do attitudes, so this idea that one person

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by himself or by herself can do everything and can make

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the difference in the whole project. And unfortunately, this encourages extreme

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risk taking and discourages cooperation, which is plain bad for

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the project. For example, it might force people not to

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report schedule slips. It might force people to take on

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on too much responsibility. And normally, and I saw it

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happen many times, the final result is a failure. So

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what you want when you're developing a larger project, is

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actually to apply soft engineering principles. Have teams, have team

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work, and have cooperation among the different team members, without pointing

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too much on single individuals. Another classic mistake

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is to not create the right working environment. We

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all like to work in nice environments. And there

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is strong evidence that the working environments can play

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a big role in productivity. There is evidence

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that productivity increases when the workplace is nice, quiet,

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warm, and welcoming. Finally, some of the most important

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people relating mistakes are due to poor people management.

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For example, lack of leaderships, or leadership that is

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exercised using the wrong means in the wrong way, which

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can lead to very unhappy personnel and therefore, low

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productivity, or even people leaving teams. Another classic example of

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poor management is adding people to a project that

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is behind schedule, which never works. Why it doesn't work?

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Because these new people need to be brought up to

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speed, and that causes further delays rather than improving the

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situation with the project schedule.