This is a solution of Software Design Work Assignment Help in which we discuss of approach shifts ownership from the top most levels to all levels thereby creating a core group of members.

Having a team for the entire software design work could be a boom in my opinion. This is because the design team is like a multi-functional team created in order to build steps leading to a transformation from ground up. This kind of approach shifts ownership from the top most levels to all levels thereby creating a core group of members ready to drive the necessary changes. For instance if a new task or work of designing a software comes into the picture then all the typical questions would emerge. Such as when to stand, whom to start with, where buy the tools, how training and customization will be done. As such, instead of outsourcing this work to an outside consultant, the same work could be moved to a design team instead. As the project becomes the sole purpose of the team, its purpose is not diluted. In addition to this, the design team members have to live with results of their work and therefore they are quite committed in getting it right in the first place. The distributed design work is distributed among the design team who will then carry out various different sub-tasks. As a result, having a team in the software design or for software development work is like having multiple arms and legs, which work together and in tandem thereby increasing productivity.

One of the major success factor for any team oriented development work is that the team starts to learn to function efficiently, smoothly and effective together over a period of time. In this way, the overall process would have definitely improved. This however, does not happen over the night or even automatically just as the management declares the group of people as a “team”. This process of transformation from a group of individuals connected by a shared-task to a highly productive team takes lot of time. It takes effort, guidance and motivation most of all. One of the most relevant models to understand this transformation process is Tuchmanmodel, whichsuggests that the team must go through a series of different stages on the way to become effective. These stages are : Forming, Storming, Norming and finally performing. Matrixes approach to various personal assignments are used and then temporary teams are formed thereon for each initiatives this effect is thus to keep teams at forming, storming and norming stages perpetually. Just at about the time where a team would settle into performing stage, the team is disband and the individual resources are thus assigned to the newer teams. These new teams would start again at forming stage.

The team oriented design work, there is clear cut consequence of solving a particularly complex problem which is that the solution will require a combination of different skills which would in turn lead to development of a cooperation between all of the individuals. However at the same time, development of such a level of cooperation would take time and it would itself be an additional task, which would run parallel to the work the team, undertakes. Another problem with the team environment is that as soon as the tasks are divided among the members, conflicts, arguments and negotiations between them arises.  If these things are not handled appropriately, then in my opinion, the process would not have improved. These could be because simple thing as being not awarded an appropriate tasks based on their past experience and qualification or an imbalanced distributed work. The solutions are thus not acceptable on the basis of problem solving itself and they result from compromise between the designers as such solutions are negotiated.

The design related work in a software development project could be characterized as a cycles of distributed design and also co-design phases. In the former one, the actors who are involved in same co-operation processes carry out the well-determined tasks. They tend to pursue goals and sub-goals, which are specific to them. On the other hand in co-design phases, the actors share a similar goal and then contribute so as to reach the goal with the help of their specific skillset.

One of the benefits of working in a team environment, which would result in improving the process, altogether is that the team members tend to stick with the same kind of assets, technology, techniques and tools for a long time. This causes them to gain a deep sense of familiarity with it and thus contribute more effectively than individuals doing it a non-team environment. However at the same time, the problem here is that if the team has stuck with the same technology, tool and techniques for a long period of time they have had come to a point where any kind of disruption would destroy their entire working. So while the process would have definitely improved in working with a team based environment, it could be said so if the team has had some kind of background on that. As a result of this, there has to be some kind of balance between the team working in the same area and the disadvantages of the professional stagnation. Another way this could be improved in a team based environment is when the team has worked on different technologies and techniques which continually breaks their bond with the previous technique in a way that it throws them out in the battleground and they have to work upon together to come to a solution. In other words, teams have to switch out so as to remain in touch with the different technologies and areas of company’s business.

Another instances where team could fail are the case of too many different perspectives. With a team there are different perspectives, which results into a delay in coming out to the best idea possible. As a result the solutions are heavily saturated and non-specific because each and every person’s opinions are mixed and thus are filtered to be everything to everyone. This happens because the team is too agreeable. One of the ways to fix this so as to factor in the benefit of having a team is by keeping a team leader who is responsible for keeping the team dynamic and competitive individually at the same time dividing their roles in working out a solution.

Another issue with team-based environment wherein the process might not have improved is the case when apart from professional stagnation, problem of boredom creeps in. Technical professionals by the nature are curious, creative, exploratory and also enthusiastic. Once they have learned most or all of the secrets of a given domain or say a technology stack they would want to learn something new. Where there are business benefits in having a experienced team, the case where the team would not be able to deliver the work will be where they’ve been offered the same kind of work over and over again to a point of repelling. In such cases again, the process would not improve. As a result of this and if the managements wants that the team be productive enough for the same task, they would have to keep the team at a performing stage for some time and then take them back to the formative stage in order to minimize turnover.

References

Adolph, S, 2003. Patterns for Effective Use Cases. 2nd ed. USA: Pearson.

Détienne, F, 2003. Memory of past designs: distinctive roles in individual and collective design.Published in International Journal of Cognitive Technology, [Online]. (8), 16-24. Available at:http://arxiv.org/pdf/cs/0612016.pdf [Accessed 01 April 2014].

New Directions. 2012. High Performance Teams – The Benefits of Creating Both a Steering Team and a Design Team for Maximum Output. [ONLINE] Available at:http://www.newdirectionsconsulting.com/teams2/high-performance-teams-the-benefits-of-creating-both-a-steering-team-and-a-design-team-for-maximum-output/. [Accessed 06 April 14].

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