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 ‘Fear
of Success Antipattern’ is related to the mindset and normally happens
when the developers are close to completion of a successful project,
explains Dr R Srinivasan
"Intellectual
Violence Antipattern happens when someone in the team tries to show
off his knowledge in technology and intimidate other team members"
It
has been mentioned in the last article that one of the major reasons
for the failure of software development is lack of efficiency in
project management. The main requirements for a software project
to be successful are: delivery of the software as per plan (which
will also affect cost estimation), adherence of the specifications
and usage of the final product as per the specification of the customer
under SRS. To achieve this there is a need for keeping the project
team comfortable and happy in all respects. However, none of the
above mentioned factors actually materialise. This brings us to
another antipattern ‘Fear of Success’, which is related
more to the mindset and normally happens when the developers are
close to completion of a successful project. At this point team
members may feel that in spite of everything going as planned, something
may go wrong in the end.
As
William Brown says, “insecurities about professional competence
come to the surface”, to the extent that the team members start
having various kind of concerns. To find a solution to these concerns,
the project manager may try to take actions that may be irrational
and inappropriate. Naturally, when the decisions do not shape up
as planned, unwanted and unhealthy comments start floating around
outside the project team. Such a situation leads to Fear of Success
Antipattern, because at the time of termination phase of the project,
fear and worries about the outcome of the project and the activities
that follow are expressed in indirect ways.
The
refactored solution for this lies with the management. Keeping in
mind the progressive success of the project, during various stages
of development, when the project is nearing its end, the management
has to indicate and declare its success, even if success looks ambiguous.
Of course this should be done only if the project is going towards
a successful completion and definitely not in the case of projects,
which are in real trouble. If success is declared just at the final
phase of the project, the team spirit will be high, making them
more committed to the organisation to take up new projects in the
future. It is also necessary to acknowledge the team members with
awards and announcement of special compensation. What is to be learnt
out of this topic on Fear of Success is exhibiting patience during
the transition to the end of the project, is an important behaviour
to demonstrate and emulate.
The
next antipattern, we see, will be about the behaviour of a person
in the project team. In fact, there are at least two categories
under this. One of them is ‘Corncob’ and the other one
is designated as ‘Intellectual Violence’. We have already
seen in one of the earlier articles that a Corncob is a difficult
person in the team because of whom the progress of the project gets
affected to a great extent. This person will impede the progress
through technical, political or personal means. The best-refactored
solution for this is that the management should in no way support
him so that the best interests of the team are protected and its
morale is kept high.
On
the other hand the antipattern, Intellectual Violen-ce, happens
when someone in the team tries to show off his knowledge in technology
and intimidate other team members, which will lead to breakdown
in communication during the project. The ultimate result will be
that if the team members do not understand what this person is talking
about, i.e. a new concept, the progress of the project will be impeded.
Many experts in software development point out that when intellectual
violence is pervasive, a defensive culture arises inhibiting the
productivity of the team. It is in the hands of the project manager
as well as the top management that they should introduce the scheme
of mentoring culture, such that everybody is encouraged to share
the knowledge with others through the cross-training programme.
The top level management should set an example through the programme
of cross training at their levels which will encourage others down
the line to share the knowledge with each other.
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