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Innovation in a CMMI5 company - the story
 

Innovation in a CMMI5 company - the story

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Presentation at the goto conference 2013 in Aarhus - by Karsten Telling, software architect at Systematic ...

Presentation at the goto conference 2013 in Aarhus - by Karsten Telling, software architect at Systematic
In the highly competitive market of software development there is a need for constant change, or more precisely a constant need for newness obtained through creativity.

A company such as Systematic has to adopt a forward-thinking attitude and must constantly challenge existing ways of doing things. That is why we continuously are researching into new technologies, constantly are improving all software processes and always prioritise aggressive skills development.

On the GOTO conference in Aarhus, Systematic software architect Karsten Telling Nielsen will amongst other things explain the idea behind Systematic’s Innovation Days but also prototyping teams and customer driven innovation initiatives are on the agenda.

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  • Oxford dictionaryCreative => Get new ideasInnovative => Make new ideas happenWhat does a company mean when asking for a innovative person in a job posting?
  • Explain the word “contingent” and it relation to modern philosophy
  • Three tracksIntention to try many thingsTrack 1 – fist clickIdea generatorIdeas blogContributersSignupTrack 2 – second clickOn the I-DayIdeation of selected ideaProduce a sales pitch + business canvasTrack 2Track for paticipants that did not select an ideaAssigned to popular idea from the blogIdeate on the dayProduce an sales pitch + business canvasTrack 3If you want to work on something for yourselfNeed permission from PLMust present result to PLFacilitatorsLate additionVenture capitalistsVP’s + CEO
  • What we tried And what CEO really had in mind

Innovation in a CMMI5 company - the story Innovation in a CMMI5 company - the story Presentation Transcript

  • page1SSE/XXXXX/YYY/ZZZZ$Revision:xx.xx$ INNOVATION IN A CMMI 5 COMPANY – THE STORY Karsten Telling Nielsen Systematic
  • page2SSE/XXXXX/YYY/ZZZZ$Revision:xx.xx$ The story I-Day 1 I-Day 2 I-Day 3 Customer Driven Innovation
  • page3SSE/XXXXX/YYY/ZZZZ$Revision:xx.xx$ The story I-Day 1 I-Day 2 I-Day 3 Customer Driven Innovation
  • page4SSE/XXXXX/YYY/ZZZZ$Revision:xx.xx$ Creativity vs. Innovation Creative Innovate
  • page5SSE/XXXXX/YYY/ZZZZ$Revision:xx.xx$ Contingent world Aristotle on contingents: “unavoidable and potentially unmanageable presence of multiple possibilities" ? ~ ~ ~ ~ ~ ~ ~
  • page6SSE/XXXXX/YYY/ZZZZ$Revision:xx.xx$ Contingent world and CMMI 1 2 3 4 5 ~ ~ ~ ~ ~ ~ ~ ~ ~~ ?
  • page7SSE/XXXXX/YYY/ZZZZ$Revision:xx.xx$ The story I-Day 1 I-Day 2 I-Day 3 User Driven Innovation
  • page8SSE/XXXXX/YYY/ZZZZ$Revision:xx.xx$ I-Day 1 1 2 3
  • page9SSE/XXXXX/YYY/ZZZZ$Revision:xx.xx$ I-Day 1 1 2 3
  • page10SSE/XXXXX/YYY/ZZZZ$Revision:xx.xx$ I-Day 1 1 2 3
  • page11SSE/XXXXX/YYY/ZZZZ$Revision:xx.xx$ I-Day 1 1 2 3
  • page12SSE/XXXXX/YYY/ZZZZ$Revision:xx.xx$ I-Day 1 1 2 3
  • page13SSE/XXXXX/YYY/ZZZZ$Revision:xx.xx$ I-Day 1 1 2 3
  • page14SSE/XXXXX/YYY/ZZZZ$Revision:xx.xx$ It did not work Very few discussions Missing culture for ideation Ideation phase
  • page15SSE/XXXXX/YYY/ZZZZ$Revision:xx.xx$ Facilitation of groups Trained facilitators Have a good toolbox  Business canvas  Game storming Facilitation
  • page16SSE/XXXXX/YYY/ZZZZ$Revision:xx.xx$ The business model canvas
  • page17SSE/XXXXX/YYY/ZZZZ$Revision:xx.xx$ The story I-Day 1 I-Day 2 I-Day 3 User Driven Innovation
  • page18SSE/XXXXX/YYY/ZZZZ$Revision:xx.xx$ Approaches to innovation Organizational Innovation Process Innovation Product InnovationKN Michael Holm (CEO) Knowledge Network(s)
  • page19SSE/XXXXX/YYY/ZZZZ$Revision:xx.xx$ Approaches to innovation Organizational Innovation Process Innovation Product InnovationKN Michael Holm (CEO) Knowledge Network(s)
  • page20SSE/XXXXX/YYY/ZZZZ$Revision:xx.xx$ Advanced facilitation course  Defined reference process Pre-allocation of facilitator to team  Meeting before I-Day  Explain agenda for the day Facilitation Open Explore Close
  • page21SSE/XXXXX/YYY/ZZZZ$Revision:xx.xx$ I-Day 2 VP Own Idea Owner ! ? ! I
  • page22SSE/XXXXX/YYY/ZZZZ$Revision:xx.xx$ I-Day 2 VP Own Idea Owner ! ? ! I 5 challenges
  • page23SSE/XXXXX/YYY/ZZZZ$Revision:xx.xx$ I-Day 2 VP Own Idea Owner ! ? ! I 5 challenges Ideation track
  • page24SSE/XXXXX/YYY/ZZZZ$Revision:xx.xx$ I-Day 2 VP Own Idea Owner ! ? ! I 5 challenges Entrepreneur track Ideation track
  • page25SSE/XXXXX/YYY/ZZZZ$Revision:xx.xx$ I-Day 2 VP Own Idea Owner ! ? ! I 5 challenges Entrepreneur track Ideation track Gates
  • page26SSE/XXXXX/YYY/ZZZZ$Revision:xx.xx$ Executed for I-Day 2 I-Day 2 VP Own Idea Owner ! ? ! I
  • page27SSE/XXXXX/YYY/ZZZZ$Revision:xx.xx$  Involve management early  They must know the plan and have influence on it  Make clear what is in it for them  Real sponsors must be present  Challenges must be very good  Ensure a shared vision by all organizers Lessons learned I-Day 2 VP Own Idea Owner ! ? ! I
  • page28SSE/XXXXX/YYY/ZZZZ$Revision:xx.xx$ The story I-Day 1 I-Day 2 I-Day 3 Customer Driven Innovation
  • page29SSE/XXXXX/YYY/ZZZZ$Revision:xx.xx$ Software value chain Product backlog Sprint backlog Sprint Working software Product Line Owner Customer Problem solving software Market leading product
  • page30SSE/XXXXX/YYY/ZZZZ$Revision:xx.xx$ Product Value chain Product backlog Sprint backlog Sprint Working software
  • page31SSE/XXXXX/YYY/ZZZZ$Revision:xx.xx$ Product Value chain Product backlog Sprint backlog Sprint Working software How do we create the backlog?
  • page32SSE/XXXXX/YYY/ZZZZ$Revision:xx.xx$ Product Value chain Product backlog Sprint backlog Sprint Working software How do we create the backlog? What if the software does not solve a problem ?
  • page33SSE/XXXXX/YYY/ZZZZ$Revision:xx.xx$ Hierarchy of abstractions Mission Values Philosophy, value for others, Reason for production Guidelines, direction, Style and intent Product principles, abstract form and function Product details, materials, production processes Vision Qualities Principle Concept Concrete Product Abstract Concrete
  • page34SSE/XXXXX/YYY/ZZZZ$Revision:xx.xx$ Mission Values Philosiphy, value for others, Reason for production Guidelines, direction, Style and intent Product principles, abstract form and function Product details, materials, production processes Vision Qualities Principle Concept Concrete Product Abstract Concrete Problem orientated innovation Challenge Muligheder Possibilities
  • page35SSE/XXXXX/YYY/ZZZZ$Revision:xx.xx$ Mission Values Philosiphy, value for others, Reason for production Guidelines, direction, Style and intent Product principles, abstract form and function Product details, materials, production processes Vision Qualities Principle Concept Concrete Product Abstract Concrete Problem orientated innovation Problems Muligheder Possibilities
  • page36SSE/XXXXX/YYY/ZZZZ$Revision:xx.xx$ Mission Values Philosiphy, value for others, Reason for production Guidelines, direction, Style and intent Product principles, abstract form and function Product details, materials, production processes Vision Qualities Principle Concept Concrete Product Abstract Concrete Problems Problem orientated innovation Muligheder Possibilities
  • page37SSE/XXXXX/YYY/ZZZZ$Revision:xx.xx$ Mission Values Philosiphy, value for others, Reason for production Guidelines, direction, Style and intent Product principles, abstract form and function Product details, materials, production processes Vision Qualities Principle Concept Concrete Product Abstract Concrete Problems Problem orientated innovation Muligheder Possibilities Test other possibilities
  • page38SSE/XXXXX/YYY/ZZZZ$Revision:xx.xx$ Mission Values Philosiphy, value for others, Reason for production Guidelines, direction, Style and intent Product principles, abstract form and function Product details, materials, production processes Vision Qualities Principle Concept Concrete Product Abstract Concrete Problems Problem orientated innovation Muligheder Possibilities Repeat process Test other possibilities
  • page39SSE/XXXXX/YYY/ZZZZ$Revision:xx.xx$ Mission Values Philosiphy, value for others, Reason for production Guidelines, direction, Style and intent Product principles, abstract form and function Product details, materials, production processes Vision Qualities Principle Concept Concrete Product Abstract Concrete Problems Problem orientated innovation Muligheder Possibilities Repeat process Test other possibilities Refine idea
  • page40SSE/XXXXX/YYY/ZZZZ$Revision:xx.xx$ The story I-Day 1 I-Day 2 I-Day 3 User Driven Innovation
  • page41SSE/XXXXX/YYY/ZZZZ$Revision:xx.xx$ Customer involvement sponsor or coach problem owner Customer
  • page42SSE/XXXXX/YYY/ZZZZ$Revision:xx.xx$  Innovation is important  Innovation is difficult – it requires practice  Be sure to have the necessary commitment from management  Have trained facilitators  Be sure to have the real sponsors participating Takeaway’s I-Day N ~ ~ ~ ~ ~ ~ ~ Michael Holm (CEO)
  • page43SSE/XXXXX/YYY/ZZZZ$Revision:xx.xx$ Comments & questions ! ?
  • page44SSE/XXXXX/YYY/ZZZZ$Revision:xx.xx$ Literature
  • page45SSE/XXXXX/YYY/ZZZZ$Revision:xx.xx$ For more information about Systematic’s I-Day and how we work, please visit systematic.com