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.

( To be continued)

(The author is Chief Technology Officer, Internet Component Management Group, Bangalore and can be contacted at: r.srinivasan@iCMGworld.com)