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Henri Fayol1841-1925 Global means:
- Having a presence in other countries
- Standardization - International focus: reduction of ties to any one country and community
- Minimization of country-oriented images and values
- Having acquisitions or alliances in other countries
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Henri Fayol1841-1925
Catalysts for Global Software Teams:
1. Specialized TalentSend the work to where the resources are
2. Mergers and acquisitionsEnter a foreign market quickly
3. Reduction in costReduce labor costs offshore
4. Global presenceParticipate in global markets
5. Reduction in time-to-marketFollow-the-sun development
6. Proximity to the customerEstablish an ongoing relationship with key customers
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Henri Fayol1841-1925
Five forces that make Global IT management very difficult:
1. Geographic dispersion
2. Loss of communication richness
3. Coordination breakdown
4. Loss of “teamness,” the sense of belonging to a team
5. Cultural differences
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Henri Fayol1841-1925
Global Software Teams Problems
• Dispersion
Separation distance (in meters)
Pro
babili
ty o
f co
mm
unic
ati
on
at
least
once
a w
eek
25 50 100
30
20
10
10
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Henri Fayol1841-1925
Loss of Communication Richness
SENSUALNESS
INTERACTIVENESS / IMMEDIACY
US MAIL
FACE-TO-FACE
TELEPHONE
VIDEO CONFERENCING
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Henri Fayol1841-1925 Increasing Complexity with Larger Teams
2 = 1
4 = 6
6 = 15
Coordination Breakdown:
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Henri Fayol1841-1925
Team Size Relationships
2 1
3 3
4 6
5 10
6 15
7 21
8 28
9 36
10 45
11 55
12 66
NUMBER OF COMBINATIONS =
n * (n - 1) / 2n = size of the project team
Coordination Breakdown: Team Size / Number of Relationships
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Henri Fayol1841-1925
Loss of Teamness
TO BE A TEAM YOU MUST HAVE:
• SHARED GOALS
• SHARED CULTURE
• SHARED PERSONAL RELATIONSHIPS
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Henri Fayol1841-1925 TEAM BUILDINGTRUST – CLASSIC DEVELOPMENT
PERFORMING TEAM WORKS TOGETHER TOWARD A COMMON GOAL. CONFLICTS ARE HANDLED CONSTRUCTIVELY
NORMING TEAM BEGINS TO FORM NORMS, ROLES, AND PROTOCOLS FOR WORKING TOGETHER
STORMING CONFLICT BREAKS OUT OVER ROLES, OBJECTIVES, AND TASK ALLOCATION. DIFFERENT PEOPLE ARE PURSUING DIFFERENT GOALS.
FORMING TEAM GETS TOGETHER AND GETS TO KNOW EACH OTHER
Loss of Teamness
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Henri Fayol1841-1925
Behavior/Strategy High-Trust Teams Low-Trust Teams
Style of Action Proactive Reactive
Focus of Dialog Task Output Driven Procedural
Team Spirit Optimistic Pessimistic
Leadership Dynamic Static
Task-Goal Clarity Team’s Responsibility
Individual’s Responsibility
Role Division and Specificity
Emergent and Interdependent
Assigned, Independent
Time Management Explicit/Process-Based
Nonexistant
Pattern of Interaction
Frequent, Few Gaps Infrequent, Gaps
Nature of Feedback Predictable, substantive
Unpredictable, nonsubstantive
Comparison of Behavior/Strategies of High and Low Trust Teams
Loss of Teamness
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Henri Fayol1841-1925
YOUR EXPERIENCE
IS THE CLASSIC MODEL OF TRUST CONSISTENT WITH YOUREXPERIENCE AS A TEAM MEMBER – AT DEPAUL OR ELSEWHERE . . .
TOM PETERS (IN SEARCH OF EXCELLENCE) SAID:A CUSTOMER RELATIONSHIP IS STRONGER AFTER A PROBLEM
HAS BEEN HANDLED WELL THAN IF NO PROBLEM HAD OCCURRED.
IS THIS CONSISTENT WITH YOUR EXPERIENCE?
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Henri Fayol1841-1925
FACE-TO-FACE MAINTAINS/RENEWS TRUST
MILESTONE MEETING / CELEBRATION
SHARE THE VISIONWHAT’S THE GOAL OF THE PROJECT AND HOW DOES EACH PART OF THE TEAM FIT IN
SOCIALGET TO KNOW ABOUT EACH OTHER MORE / AGAIN. BUILD SHARED EXPERIENCES.
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Henri Fayol1841-1925
BELIEFSVALUES
COMMUNICATION
Reward
CULTURE: BELIEF/VALUES/COMMUNICATION
Life/DeathNatureHistoryReligion
CompetitionIndependenceRisk-takingGroup harmonyCooperationAge-seniorityInformationDevotionInterrelationshipFamily harmonyFormality/status
Social organizationNonverbal communicationEmotional response
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Henri Fayol1841-1925 People who speak:
3 languages: trilingual
2 languages: bilingual
1 language: American
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Henri Fayol1841-1925
In Heaven, The Police are British,The Cooks are French,The Lovers are Italian, and It’s all Organized by the Germans
In Hell,The Police are French,The Cooks are British,The Lovers are German, andIt’s all Organized by the Italians.
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Henri Fayol1841-1925
NATIONAL CULTURE
PROFESSIONAL CULTURE
CORPORATE CULTURE
RACE?
RELIGION?
FUNCTIONALCULTURE
TEAMCULTURE
GENDER?
CULTURE AND SUBCULTURES
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Henri Fayol1841-1925
DIMENSIONS OF IT CULTURE – Exercise
Rank these countries (USA, Japan, Hong Kong, Germany) and these characteristics from highest to lowest.
• Revering hierarchy Example:USAJapanHong KongGermany
• Individualism/collectivism
• Work-life/Personal-life
• Risk avoidance
• Long term orientation
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Henri Fayol1841-1925
0102030405060708090
100110
Hierarc
hy
Indiv
iduali
ty
Work
life Risk
Long
term
USA
Japan
Hong Kong
Germany
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Henri Fayol1841-1925
DIMENSIONS OF IT CULTURE and IT
• Revering hierarchy‒ Organization of the IT Department
• Individualism/collectivism ‒ IT Reward Systems
• Work-life/Personal-life ‒ Online, Oncall, 24x7
• Risk avoidance ‒ Quality v. schedule ‒ Technological change
• Long term orientation ‒ Technological change
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Henri Fayol1841-1925
FACE-TO-FACE BUILDS TRUST
KICK-OFF MEETING
SHARE THE VISIONWHAT’S THE GOAL OF THE PROJECT AND HOW DOES EACH PART OF THE TEAM FIT IN
METHODOLOGYWHAT METHODOLOGY [PROCESS/FRAMEWORK] WILL WE USE
COMMUNICATIONHOW SHOULD THE TEAM COMMUNICATE
CULTUREIN WHAT WAYS ARE WE DIFFERENT AND IN WHAT WAYS ARE
WE THE SAME
SOCIALGET TO KNOW ABOUT EACH OTHER. BUILD SHARED EXPERIENCES.
IF YOU TELL PEOPLE CLEARLY WHAT YOU WANT YOU HAVE A MUCH BETTER CHANCE OF GETTING IT THAN IF YOU DON’T.
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Henri Fayol1841-1925
OUTSOURCING
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Henri Fayol1841-1925
Outsourcing
• a management tool (a tool makes work easier and/or more productive)
• emphasizes what is to be done, rather than how or who • task-level management responsibilities rest with supplier • work takes place mainly/entirely off site
• supplier provides all resources
• employee relations managed by supplier
• typically paid by performance not time
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Henri Fayol1841-1925 OUTSOURCING DRIVERS
• RE-FOCUS ON “CORPORATE CORE COMPETENCIES”
- SHIFT IN BUSINESS STRATEGIES AWAY FROM DIVERSIFICATION
- SENIOR EXECUTIVES VIEW IT AS A NON-CORE ACTIVITY
• PERCEPTION OF IT AS A COST BURDEN
-UNCERTAINTY ABOUT IT’S VALUE
-IT FAILED TO DELIVER THE PROMISE OF COMPETITIVE ADVANTAGE
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Henri Fayol1841-1925
Outsourcing Drivers
• Cost savings (especially offshore)
• Outside the core business
• Functionally discrete
• Lack of internal skills
• Political compromise
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Henri Fayol1841-1925 FACTORS FAVORING IT OUTSOURCING
• TECHNOLOGY CHANGE EXPANDS OPTIONS- MANY INFORMATION PRODUCTS/SERVICES BECOME COMMODITIES- SEPARATION OF MANAGEMENT, OPERATION, AND DELIVERY OF INFORMATION SERVICES- FIRMS CAN NOT COPE WITH RAPID ADVANCEMENT OF TECHNOLOGY AND SKILL REQUIREMENTS
• CHANGES IN THE MANAGEMENT OF IT- DIFFICULTY IN MEASURING BENEFITS FROM AN IT INVESTMENT AND ITS COSTCIOs TAKING A BUSINESSVIEW, NOT JUST A TECHNICAL VIEWDECENTRALIZATION OF THE IT ORGANIZATION
• INDUSTRY LEVEL CHANGES- RAPID TECHNOLOGICAL CHANGE CREATED OVER CAPACITY IN CERTAIN FUNCTIONS- THE NUMBER OF OUTSOURCING VENDORS INCREASED OFFERING PRICE COMPETITIVE SERVICES- OUTSOURCING VENDORS HAVE FLEXIBILITY IN RECRUITING AND REWARDING TECHNICAL TALENT
• FIRM LEVEL CHANGES- CORPORATE IMPERATIVE TO REDUCE COSTS- GLOBALIZATION OF BUSINESS CREATES NEW NEEDS
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Henri Fayol1841-1925
3 CATEGORIES OF OUTSOURCING
• TOTAL OUTSOURCE ALL IT
• SELECTIVE OUTSOURCE SELECTED ACTIVITIES
• TRANSITIONAL OUTSOURCE “LEGACY” SYSTEMS WHILEWORKING ON NEW SYSTEMS
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Henri Fayol1841-1925
TOTAL OUTSOURCING
ADVANTAGES-CONSISTENCY AND STABILITY WITH THE SAME VENDOR FOR MANY ACTIVITIES-LOWER TRANSACTION COSTS
DISADVANTAGES-VULNERABLE TO VENDOR MANIPULATION OF PRICING AND MAINTENANCE COSTS-VULNERABLE TO LOSS OF VENDOR SUPPORT
----------------------------------------------------------------------------------------------------
SELECTIVE OUTSOURCING
ADVANTAGES-SELECT BEST-OF-BREED FOR AN ACTIVITY-CREATE A COMPETITIVE ENVIRONMENT-FLEXIBLE; ADAPT TO CHANGE-CAPITALIZE ON ORGANIZATIONAL LEARNING-LESS RISKY THAN TOTAL OUTSOURCING
DISADVANTAGES-MULTIPLE VENDORS TO MANAGE-HIGHER TRANSACTION COSTS ASSOCIATED WITH MULTIPLE EVALUATIONS ANDCONTRACT NEGOTIATIONS
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Henri Fayol1841-1925 TRANSITIONAL OUTSOURCING
ADVANTAGES-OUTSOURCE LEGACY SYSTEMS MAKES STAFF FREE TO FOCUS ON NEW SYSTEMS-LEGACY SYSTEMS ARE MATURE AND CUSTOMERS AND VENDORS UNDERSTANDREQUIREMENTS AND CAN WRITE A SOUND CONTRACT
DISADVANTAGES-VULNERABLE TO VENDOR MANIPULATION OF PRICING AND MAINTENANCE COSTS
-VULNERABLE TO LOSS OF VENDOR SUPPORT IF NEW SYSTEM IS DELAYED
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Henri Fayol1841-1925
MEASURES OF OUTSOURCING SUCCESS
-TARGETED COST SAVINGS REALIZED OF BETTER
-SERVICE LEVELS MAINTAINED OR IMPROVED
-USER MANAGEMENT SATISFIED
-FEW CLIENT/VENDOR DISPUTES
-VENDOR REPRESENTATIVES RESPONSIVE/ATTENTIVE
-OUTCOMES MATCH OBJECTIVES
-LIKELY CONTRACT RENEWAL
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Henri Fayol1841-1925
Popular Outsourced Activities
• Application development
• Data center
• Desktop/personal computers
• Network (e.g., LANs, WANs)
• Support services/help desk
• Training
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Henri Fayol1841-1925
OUTSOURCING PITFALLS
• Cumbersome transition into and coming out of an outsourcing relationship.
• Incomplete or vague contracts.
• Lack of an infrastructure for supporting an outsourcing relationship.
• Negotiating a contract with an unsuitable vendor.
• Poor communications with vendors.
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Henri Fayol1841-1925
PERSISTENT OUTSOURCING PROBLEMS
• Cultural differences that lead to miscommunications and a lack of trust
• Time zone differences
• Poor English language skills
• Strange foreign work-hour regulations
• High employee turnover in India
• Difficulties in arranging visas for foreign professionals to work in the United States
• An offshore unit’s lack of domain knowledge
• An unreliable telecommunications infrastructure.
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Henri Fayol1841-1925
Outsourcing should not occur if:
• the service is mission critical
• the service can be done more effectively in-house
• outsourcing cannot provide a savings of five percent or more
• fear exists over losing controls.
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Henri Fayol1841-1925
THE OUTSOURCING PROCESS
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Henri Fayol1841-1925
STAGES OF OUTSOURCING
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Henri Fayol1841-1925
Offshore Outsourcing Readiness vs. Attractiveness
High
Low
Offshore Readiness
Low HighOffshore Attractiveness
Ready but not attractive
Ready and attractive
Not attractive and not ready
Attractive but not ready
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Henri Fayol1841-1925
Who is Henri Fayol?
A French engineer who:
Defined the functions of management:• Planning • Organizing • Leading • Controlling
And identified 14 principles of management:• Specialization/division of labor• Authority with responsibility• Discipline• Unity of command• Unity of direction• Subordination of special interests• Remuneration• Centralization• Chain / Line of Authority• Order• Equity• Lifetime jobs (for good workers)• Equity• Esprit de corps
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