Antipatterns

Managing Software Organizationsand People

Second Edition

Colin J. Neill Phillip A. Laplante Joanna F. DeFranco

CRC PressTaylor &Francis GroupBoca Raton London New York

CRC Press is an imprint of the

Taylor & Francis Croup, an Informs business

AN AUERBACH BOOK

Contents

Preface xiii

Acknowledgments xvii

Authors xix

1 Patterns and Antipatterns 1

1.1 A Timeless Way of Building 2

1.2 Pattern Structure 3

1.3 Antipatterns 4

1.4 Many Eyes 6

1.5 Antipattern Structure 6

1.6 Management and Environmental Antipatterns 7

1.6.1 Antipattern Locator 7

1.7 Consistency and Completeness 8

References 11

2 Human Patterns and Antipatterns 13

2.1 Human Patterns 13

2.1.1 Myers-Briggs Personality Types 14

2.1.2 Keirsey Temperament Sorter 17

2.1.3 Adaption Innovation (AI) Theory 19

2.1.4 The Role ofAffect and Emotion 21

2.1.5 How to Use Human Patterns 22

2.2 Human Antipatterns and Negative Personality Types 23

2.2.1 Confronting Difficult People 24

2.2.2 Hostile Aggressives 25

2.2.2.1 Sherman Tanks 25

2.2.2.2 Snipers 27

2.2.2.3 Exploders 28

2.2.3 Indecisives 30

2.2.4 Whiners 31

2.2.5 Negativists 32

x Contents

2.2.6 Clams 33

2.2.7 Bulldozers 34

2.2.8 Superagreeables 36

2.2.9 Combination Personalities 372.2.10 Understanding Conflict 38

2.2.10.1 Hie Competitor 40

2.2.10.2 TheAvoider 40

2.2.10.3 The Accommodator 40

2.2.10.4 The Compromiser 41

2.2.10.5 The Collaborator 41

2.2.10.6 Recognizing Your Opponent 41

Chapter Exercises 42

References 42

3 Group Patterns and Antipatterns 433.1 Team Theories 43

3.2 Tuckman's Theory ofTeams 453.2.1 Forming 45

3.2.2 Storming 46

3.2.3 Norming 47

3.2.4 Performing 48

3.2.5 Adjourning 483.2.6 Tuckman's Model Wrap-Up 49

3.3 Overcoming Team Dysfunction 49

3.3.1 The Five Dysfunctions of a Team 503.3.1.1 Dysfunction 1: Absence ofTrust 50

3.3.1.2 Dysfunction 2: Fear of Conflict 51

3.3.1-3 Dysfunction 3: Lack of Commitment 52

3.3.1.4 Dysfunction 4: Avoidance ofAccountability 52

3.3.1.5 Dysfunction 5: Inattention to Results 53

3.3.2 Team Cognition 543.4 Sports Analogies to Teams 55

3.5 Evolution to Antipatterns 57

Chapter Exercises 57References 57

4 Successfully Leading Teams 594.1 The Growth of Team Size 604.2 Micromanagers and Laissez-Faire Managers 61

4.3 Theory X 634.4 Theory Y 64

4.5 Theory Z 64

Contents a xi

4.6 Leadership Theories 64

4.6.1 Transformational 654.6.2 Authentic 65

4.6.3 Ideological 66

4.6.4 Charismatic 67

4.6.5 Pragmatic 67

4.6.6 Servant 68

4.6.7 Contingency Theories 68

4.6.7.1 Fiedler's Contingency Model 69

4.6.7.2 Path-Goal Theory 69

4.7 General Advice 70

Chapter Exercises 73References 73

5 Management Antipatterns 75

Chapter Exercises 163References 163

6 Environmental Antipatterns 165

Chapter Exercises 269References 269

7 General Advice in Dealing with Antipatterns 271

7.1 Be Kind 271

7.2 Do Not Blame Other People 272

7.3 Learn to Deliver Bad News 2737.4 Do Not Worry for Other People 2747.5 Do Not Shoot the Messenger 274

7.6 Let People Learn from Their Mistakes 275

7.7 Just Get It Done 276

7.8 Remember the Law of Unintended Consequences 2767.9 Listen 277

7.10 Negotiate 278

7.11 Never Give Up 279

7.12 Never Attribute to Malice What Stupidity Can Explain 279

7.13 Remember That Luck Can Play a Role 280

7.14 Remember That No Good Deed Goes Unpunished 280

7.15 Remember That People Despise in Others What TheyHate in Themselves 281

7.16 Use Golden Rule Management 281

7.17 Never Mess with Space, Title, or Salary 281

7.18 Be a Mentor 282

7.19 Always Set and Meet Expectations 283

xii Contents

7.20 Remember That You Take the Same Person with You

Wherever You Go 283

References 284

Appendix 285A.1 "Work Breakdown Structure 285

A.1.1 WBS Construction 286

A. 1.2 WBS Rules 287

A.2 Estimation 288

A.2.1 Cone ofUncertainty 288

A.2.2 COCOMO II 290

A.2.3 COSYSMO 292

A.3 Scheduling 293

A.3.1 Critical Path Method 293

A.3.2 Critical Chain Project Management (CCPM) 296

Note 297

References 298

Index 299