Karl Scotland - Visualising Systems Archetypes @ AgileIL11

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  • POV: Systems ThinkingA Systems behaviour is the product of the interactions of its elements towards its purpose.
  • GAS: Understand Systemic Structure (systems archetypes)Thermostat Balancing Feedback Loop
  • Bank Account Reinforcing Loop
  • Shower Balancing Loop with Delay
  • Limits to GrowthExample: Losing Weight
  • Limits to success
  • Limits to Success – Behaviour over Time
  • What are the parallels to software development?
  • Numerical Limits
  • Slots
  • Colour
  • Shifting the BurdenExample: Caffeine Addiction
  • Shifting the Burden
  • Limits to Success – Behaviour over Time
  • What are the parallels to software development?
  • Colour
  • Kaizen Kanban
  • Swimlanes
  • Tragedy of the CommonsExample: Busy Beach
  • Shifting the Burden
  • What are the parallels to software development?
  • Dependence on specialist. Separate column with queue
  • Swimlanes
  • Whole team is the commons. Visualisation of all the work.
  • POV: Systems Thinking.Scrum (XP) are eg’s of Systems Thinking.
  • SAS: Use Systems Archetypes to understand dev/org systems.Archetype - the original pattern or model from which all things of the same kind are copied or on which they are based; a model or first form; prototype. http://www.flickr.com/photos/theilr/3228218516/
  • Benefit: Increased Performance (towards purpose)Systems Thinking - Vanguard MethodThinking -> System -> Performance
  • Karl Scotland - Visualising Systems Archetypes @ AgileIL11

    1. 1. Visualising<br />Systems Archetypes<br />
    2. 2. kscotland@rallydev.com<br />http://availagility.co.uk<br />@kjscotland<br />KARL<br />SCOTLAND<br />
    3. 3. You can’t managewhat you can’t measure<br />
    4. 4. You can’t managewhat you can’t see<br />
    5. 5. You can’t influence<br />what you can’t see<br />
    6. 6. Systems<br />
    7. 7. Balancing<br />Difference<br />B<br />Temperature<br />Adjustment<br />
    8. 8. Reinforcing<br />Interest Rate<br />R<br />Balance<br />Interest Paid<br />
    9. 9. Delays<br />Delay<br />Difference<br />B<br />Temperature<br />Adjustment<br />
    10. 10. Increasing Leverage<br />
    11. 11. Limits to success<br />Limits To<br />Success<br />
    12. 12. Limit<br />Improvement<br />Resistance<br />B<br />R<br />Performance<br />Efforts<br />Decline<br />
    13. 13. Performance<br />Efforts<br />
    14. 14.
    15. 15. 2<br />Explicit<br />Number<br />
    16. 16. Slots<br />
    17. 17. Avatars<br />
    18. 18. Were is the <br />Limit?<br />
    19. 19.
    20. 20. Shifting the burden<br />Shifting The <br />Burden<br />
    21. 21. Symptomatic<br />Solution<br />Delay<br />Delay<br />Delay<br />B<br />R<br />Side<br />Effect<br />Problem<br />Symptom<br />B<br />Fundamental<br />Solution<br />
    22. 22. Fundamental<br />Solution<br />Problem<br />Symptom<br />Symptomatic<br />Solution<br />
    23. 23.
    24. 24. Signals<br />Burden<br />
    25. 25. Burden<br />Kaizen<br />Kanban<br />
    26. 26. Kaizen<br />Allocation<br />Burden<br />
    27. 27.
    28. 28. Tragedy of the commons<br />Tragedy Of The <br />Commons<br />
    29. 29. Net Gains<br />For A<br />R<br />Delay<br />A’s Activity<br />B<br />Resource<br />Limit<br />Gain per <br />Individual Activity<br />Total<br />Activity<br />B<br />R<br />B’s Activity<br />Net Gains<br />For B<br />
    30. 30.
    31. 31. Commons<br />Buffers<br />
    32. 32. A’s Activity<br />B’s Activity<br />Swimlanes<br />
    33. 33. Total<br />Activity<br />
    34. 34.
    35. 35.
    36. 36.
    37. 37. Analysis<br />Change<br />
    38. 38. You can’t influence<br />what you can’t see<br />
    39. 39. Thank you!<br />Email: kscotland@rallydev.com<br />Twitter: http://twitter.com/kjscotland<br />Blog: http://availagility.co.uk<br />

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