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Keynote presentation at EDOC 2013

Keynote presentation at EDOC 2013

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  • Stability, that is the answer. If you are working in the IT department, then your purpose is to provide the information that the organization needs in order operate on a daily basis.1) ERP systems track the flow of money so that managers can take the right actions, and avoid accounting problems2) Smooth out the bumps: provide the information necessary to keep every person working effectively 3) automate the effort that is going to waste.4) To queue up requests in such a way as to avoid problems with peak demand,If you want a stable organization, you want an even more stable IT department. All of the metrics that we use to measure the IT department are around stability: uninterrupted 7x24 access to systems, 99.95 % up-time for servers, careful management and upgrades so that nobody is disrupted.

EDOC2013 EDOC2013 Presentation Transcript

  • © Copyright 2013 Fujitsu Keith D Swenson Sept 2013 System architect intuition: the effect on the design of their system to support the work
  • © Copyright 2013 Fujitsu The working world is changing. From making things …
  • © Copyright 2013 Fujitsu … to knowing things.
  • © Copyright 2013 Fujitsu
  • © Copyright 2013 Fujitsu
  • © Copyright 2013 Fujitsu Where To?
  • © Copyright 2013 Fujitsu Knowledge workers … high degree of expertise, … involves the creation, distribution, or application of knowledge. - Thomas Davenport
  • © Copyright 2013 Fujitsu Knowledge worker productivity is the biggest of the 21st century management challenges. In the developed countries it is their first survival requirement. - Peter F Drucker
  • © Copyright 2013 Fujitsu By a number of estimates, • intellectual property, • brand value, • process know-how, and • other manifestations of brain power generated more than 70% of all US market value created over the past three decades. - “The Productivity Imperative”, McKinsey and Company
  • © Copyright 2013 Fujitsu ~1995 Routine Work Knowledge Work
  • © Copyright 2013 Fujitsu ~2015 Routine Work Knowledge Work
  • © Copyright 2013 Fujitsu 85% of the new jobs created in the past decade required complex knowledge skills: • analyzing information, • problem solving, • rendering judgment and • thinking creatively. - “The Productivity Imperative”, McKinsey and Company
  • © Copyright 2013 Fujitsu We know what fragility is. But what is the opposite? Fragile
  • © Copyright 2013 Fujitsu ? Fragile Robust
  • © Copyright 2013 Fujitsu Fragile Robust Antifragile
  • © Copyright 2013 Fujitsu Muscles are Adaptive The Body is Antifragile
  • © Copyright 2013 Fujitsu Learning is Adaptive
  • © Copyright 2013 Fujitsu IT System PerfectionIT System Perfection
  • © Copyright 2013 Fujitsu Enlightenment Bias: - Sub-parts of a complex system are separately understood - A stable system is made from very hard & durable sub-parts.
  • © Copyright 2013 Fujitsu “The System” Your Organization IT System & People Offices Agreements Skills Expertise Relationships Hardware Software Data Desire to optimize the entire system
  • © Copyright 2013 Fujitsu “The only sustainable competitive advantage is an organization's ability to learn faster than the competition.” - Peter M. Senge, The Fifth Discipline: The Art & Practice of The Learning Organization
  • © Copyright 2013 Fujitsu “Stability is a Time Bomb” - Nassim Nicholas Taleb, Antifragile
  • © Copyright 2013 Fujitsu Protected Exposed Craving Stress (Exercise)
  • © Copyright 2013 Fujitsu Forests are Adaptive
  • © Copyright 2013 Fujitsu Monocultures are Fragile
  • © Copyright 2013 Fujitsu Enforcing a single best practice on the organization, can make it … fragile
  • © Copyright 2013 Fujitsu Process Technology Spectrum Copyright 2013 Fujitsu America, Inc. All rights
  • © Copyright 2013 Fujitsu ApplicationDev Email,Texting, Twitter,Telephone Variable, UniquePredictable, Repeatable NotesDocuments & Unstructured Data Databases & Structured Data
  • © Copyright 2013 Fujitsu ApplicationDev Email,Texting, Twitter,Telephone Variable, UniquePredictable, Repeatable NotesDocuments & Unstructured Data Databases & Structured Data Development Investment High Low End User Effort Low High Cost to Modify High Low Control of Process High Low
  • © Copyright 2013 Fujitsu ApplicationDev Process Technology Email,Texting, Twitter,Telephone Variable, UniquePredictable, Repeatable NotesDocuments & Unstructured Data Databases & Structured Data
  • © Copyright 2013 Fujitsu ApplicationDev PDSIntegration HumanPM ProductionCM AdaptiveCM SocialBiz Email,Texting, Twitter,Telephone Variable, UniquePredictable, Repeatable NotesDocuments & Unstructured Data Databases & Structured Data
  • © Copyright 2013 Fujitsu ApplicationDev PDSIntegration HumanPM PCM ACM SBS Email,Texting, Twitter,Telephone ProductionCM AdaptiveCM Scripted and Enforced Process Little or No Defined Process
  • © Copyright 2013 Fujitsu PDSI & HPM ACMPCM Highly Repeatable Routine Processes Factory, Mass Production Small savings on each of a large volume produced Efficiency and cutting costs through automation Unpredictable Unique Processes Skill, Professional Providing unique high value to customers Custom work appropriate to case User chooses course thru fixed path User can change the path while executing
  • © Copyright 2013 Fujitsu State of the Art in Case Management Developed originally for AIIM for their case management series. Send request to: casemgmt@kswenson.oib.com To receive a PDF
  • © Copyright 2013 Fujitsu Examples
  • © Copyright 2013 Fujitsu Workflow Management Coalition • Standards • Books • Awards • Information
  • © Copyright 2013 Fujitsu Three years running. Real-life use cases. Experience with ACM. 2014 awards submissions expected in January. http://AdaptiveCaseManagement.org/ Workflow Management Coalition
  • © Copyright 2013 Fujitsu  Norwegian Food Safety Authority submitted by Computas AS The Norwegian Food Safety Authority’s (NFSA) overall objective is to ensure safe food and animal welfare. NFSA's area of responsibility comprises plant health, food and fodder production and handling, water supply plants, cosmetics, animal health and welfare for production animals and pets. Since 2009, about 1000 of NFSA's knowledge workers (veterinarians, biologists, engineers, other professionals) use MATS actively as a decision support system for the main bulk of their professional work; to plan, conduct and register audits. The public (farmers, restaurants, food production plants, food shops, fish exporters, plants importers, butcheries, pet owners) use MATS to register, apply, and view their own case information, resulting in 150 000 communications per year. Each establishment or person, NFSA client, is viewed as a case, having a corresponding work folder in MATS. Each case is followed by NFSA over a possible time span of many years, subjected to both planned and event driven control activities (inspection, audit, sampling and document control). MATS provides focus on task support rather than workflow support.
  • © Copyright 2013 Fujitsu Task Composition
  • © Copyright 2013 Fujitsu Example of UI
  • © Copyright 2013 Fujitsu Category: Legal and Courts  National Courts Administration of Norway nominated by Computas AS Olav Berg Aasen – Deputy Director General Astrid Irene Eggen – Senior Advisor Endre Helgesen Skjetne – Senior Advisor . Situation • Case handling and court management for all 1st and 2nd instance courts • High-quality uniform case handling in accordance with procedural law • Improve service-level for parties / actors / public • Improve efficiency and effectiveness of the Norwegian courts • Improve integration with other judicial actors
  • © Copyright 2013 Fujitsu LOVISA Case Study
  • © Copyright 2013 Fujitsu Category: Construction and Big Projects  Directorate for the Construction of Facilities for Euro 2012 nominated by PayDox Business Software Preparations for the 2012 UEFA European Football Championship «EURO-2012» required implementation of large-scale projects in the construction and renovation of stadiums. Situation • Ukrainian State Enterprise «Directorate for the construction of facilities for EURO 2012» was specifically established to manage construction of sports facilities. This organization became the General Customer of the project management system • 272 users on 20 projects (stadiums or other construction projects). • Dramatic reduction of the number of overdue assignments and documents (from 80-100 per user to 10-15 per user)
  • © Copyright 2013 Fujitsu
  • © Copyright 2013 Fujitsu
  • © Copyright 2013 Fujitsu
  • © Copyright 2013 Fujitsu
  • © Copyright 2013 Fujitsu Qualities To Look For In Case Management How this differs from workflow-style processes.
  • © Copyright 2013 Fujitsu “No plan survives contact with the enemy.” - Helmuth von Moltke the Elder “Planning is essential, plans are worthless.” - Dwight D. Eisenhower.
  • © Copyright 2013 Fujitsu “Often there is ―lock in‖ or ―capture‖ of a certain project concept at an early stage, leaving analysis of alternatives weak or absent [from the plan]” - Bent Flyvbjerg, Survival of the Unfittest The Planning Fallacy
  • © Copyright 2013 Fujitsu Roger Martin Dean of the Rotman School of Management, University of Toronto Eliminate sources of variation. Find the one true way, and get everyone to master it. If possible, automate those practices to increase repeatability. Mastery requires control of the situation. Mastery without originality becomes rote. The master who never tries to think in novel ways ... will produce the same kind of resolution even if the context demands something different. Mastery without originality becomes a cul-de-sac.
  • © Copyright 2013 Fujitsu Marcus Buckingham Author of “First, Break all the Rules: What the World's Greatest Managers Do Differently” A manager should find the best expert on the subject, and devise the most comprehensive and detailed plan. Design once, execute many times. Train people and measure them against these consistent goals. The true genius of a great manager is his or her ability to individualize. A great manager is one who understands how to trip each person's trigger. Your strongest life is built through a continuous practice of designing moment by moment.
  • © Copyright 2013 Fujitsu I don't know where we should take this company, but I do know that if I start with the right people, and engage them in vigorous debate, we will find a way to make this company great. Companies have to be very schizophrenic. On one hand, they have to maintain continuity of strategy. But they also have to be good at continuously improving. -- Change brings Opportunities. If a majority of the people on a team already know each other, team can become stale & predictable. It's often through the unexpected insights of new colleagues that innovation is sparked. Jim Collins Michael E. Porter Lynda Gratton
  • © Copyright 2013 Fujitsu Innovation refers to the introduction of novel ideas or methods.
  • © Copyright 2013 Fujitsu
  • © Copyright 2013 Fujitsu Medical Emergency This patient has a combination of symptoms that requires us to do something that has never been tried before!
  • © Copyright 2013 Fujitsu I’m sorry Dr. House, I can’t allow you to do that. It would make the process invalid.
  • © Copyright 2013 Fujitsu Design Time (Analyst) Run Time (User) Routine Work Expert x1 Less Expert x100 or x1000 Knowledge Work Expert x1 ? What does it mean to “assure the correctness” of the knowledge work process?
  • © Copyright 2013 Fujitsu A knowledge worker is “… someone who knows more about his or her job than anyone else in the organization.” - Peter F Drucker
  • © Copyright 2013 Fujitsu Enforcement: Guardrails (on a road) prevent deviation, but also prevent anything not predicted. Guidance: Guidelines (on a road) show people where to go, but do not prevent deviations if they are necessary. Enforcement vs. Guidance
  • © Copyright 2013 Fujitsu
  • © Copyright 2013 Fujitsu Knowledge Worker Autonomy  SIX major factors determine knowledge-worker productivity  Knowledge worker productivity demands that we ask the question: "What is the task?“  It demands that we impose the responsibility for their productivity on the individual knowledge workers themselves. Knowledge workers have to manage themselves. They have to have autonomy.  Continuing innovation has to be part of the work, the task, and the responsibility of knowledge workers.  Knowledge work requires continuous learning on the part of the knowledge worker, but equally continuous teaching on the part of the knowledge worker.  Productivity of the knowledge worker is not primarily a matter of the quantity of output. Quality is at least as important.  Finally, knowledge-worker productivity requires that the knowledge worker is both seen and treated as an "asset" rather than a "cost." It requires that knowledge workers want to work for the organization in preference to all other opportunities. -Peter Drucker, “Management Challenges for the 21st Century” (p142)
  • © Copyright 2013 Fujitsu Created ahead of time by specialist crafted to automatically respond to many situations. Created when needed, by the person doing the work. Manually adjusted for changing situations. For Routine Work For Knowledge Work Diagrams vs. Checklists
  • © Copyright 2013 Fujitsu http://social-biz.org/2011/08/30/living-with-complexity/ In an unpredictable world, the best investments are those that minimize the importance of predictions. - Sargut & McGrath
  • © Copyright 2013 Fujitsu Summary Knowledge workers are important, and increasing Organizations are antifragile, not like machines Organizations need exercise, not protection Spectrum of different types of process support Examples from the ACM awards Need to support innovation Qualities of an ACM system What has this to do with architect intuition?
  • © Copyright 2013 Fujitsu The first principle is that you must not fool yourself -- and you are the easiest person to fool. ~ Richard Feynman
  • © Copyright 2013 Fujitsu “Nature loves small error, humans don‖t — hence when you rely on human judgment you are at the mercy of a mental bias that disfavors antifragility.” - Nassim Nicholas Taleb, Antifragile
  • © Copyright 2013 Fujitsu ”A military force has no constant formation, water has no constant shape: the ability to gain victory by changing and adapting according to the opponent is called genius” - Sun Tzu, The Art of War
  • © Copyright 2013 Fujitsu “The future is uncertain – but this uncertainty is at the very heart of human creativity” - Ilya Prigogine
  • © Copyright 2013 Fujitsu Q & A Adaptive Case Management is for Knowledge Workers with Unpredictable Process to Adapt & Innovate with Teams of Experts to Accomplish Goals. Slides: http://www.slideshare.net/kswenson/edoc2013
  • © Copyright 2013 Fujitsu