Thrilled to be here and share with you what I have been doing for the last ten years, but also to hear so much from you about how this strikes you
I am a civil engineer, a software entrepreneur, a non-profit founder, an organic gardener, chicken farmer and father; Who has basically put down roots in Boulder Colorado since 1983. Please feel free to share and comment on this talk via twitter
So I met this guy in 1985 – he was just my rock geology professor, but he is thread that runs through my life in helping me find my good work.In 2002, I helped Bernard with his first conference on engineering in developing countries – introduced me to his good work and I was sold – just like all of you This is the year I founded Rally and we learned that we would soon have a son
We are doing it
2002 – Started by donating 1% of Rally to the community to later become EFCO
In 2009, Bernard and I crossed paths again at EWB USA conference and with Dave Douglas the Chief Sustainability Officer at Sun – I became fascinated with the Citizen Engineer Concept and presupposition as well as got invited to join this 10 year effort to build an Academy for Systemic Change
In 2011, Bernard and I advised the Unreasonable EIR in 2011 and mentor in 2012
In 2012, I got closer to students with another one of Bernard’s students in providing feedback and lecture support for this
October of 2012, we released RallyforImpact as a social enterprise inside of Rally Software Inc to help mobilize citizen engineers around the world. We know Why we are doing this and we are following a lean startup approach to figure out WHAT is the best thing for us to do. This trip is part of gaining that awareness.
I have come here believing Now is new golden age in engineering called Citizen Engineering These engineers can apply existing and appropriate technologies to complex, global society to become more sustainable, equitable and prosperous
Dan Epstien at Boulder Theater in 2011
Because of our focus on delivering valuable software, we move from a model where we batch our activities to one where all of these activities are done in parallel.This results in providing faster feedback loops, more agility in our delivery process, and it also opens up options for our deployment because we have the potential to release or change our mind at the end of any iteration.
How about a couple in the last 5 years that really surprise the engineered world?Fukashima disaster / tsunami Gulf Oil Spill – Deep Water HorizonsStorm Sandy When our solutions fail is plausible situations – we really “screw” with people, animals, life supporting systems - You may think you can just be a heads down engineer – but I don’t think so!
Assume 1000 people with average net worth of 1m and bill gates at $65 Billion
Here is a map of a project that exists in a context that is ready for typical systems engineering and active risk management
In contrast, this a project is not ready for typical systems engineering approach.How many folks have worked on a project that looks like this?How many failure reports came from Project that looked like this?
Heads down Engineer – Not time for the Load Factor Resistance Book
Even in projects that look Ordered, if you are trying to drive true impact at the level of capacity building or true sustainability, I would argue that all your work is more lies in the unordered domain You are actually trying to a local system that can learn and pull itself up by its own bootstraps You are trying to change culture from dependency.
Big BatchBig QueueWeak FeedbackAssumes known problem and solutionTesting at end – test quality in
On the left the typical civil engineer approach and on the left the agile approach.The agile approach is like design/build approaches, you build a thread, a span, a function at the time or a PROBE. Given a working thread, you can sense if it will work and create the desired outcomes in technical or social behavior.I know what you are thinking, how do you iterate on a bridge or a water system? Yes it is harder than in something like software where I come from, but I am here to tell you that it is being done and it just takes a little practice.
Optimizing on output of the project - feasibility – plant capacity – cost/performance trade offOptimizing on outcome/impact
Typical heads-down engineering approach follows these orthodoxies. Read you a quote from the book jacket of Don Reinertsen’s book “The Principles of Product Development Flow”Today’s product development orthodoxy is broken, What’s wrong? Companies are pursuing the wrong goals! They maximize capacity utilization, and wonder why cycle times are so long.They strive to conform to plan and wonder why new obstacles constantly emerge.They try to eliminate variability, and wonder why innovation disappears.They carefully break processes into phases and gates, and wonder why things slow down instead of speeding up?
What do your projects look more like?
Traditional vs. Agile – oftensummed up by these triangles; Agile – cost/schedule one or both fixedStandish defines project success as: on time, on budget, within scope (as initially agreed to) – adhering to the plan.Consider: Would the customer be satisfied if great new feature idea was rejected for a mediocre one because the mediocre one was in the plan? (Mike Cohn)
Not done until we achieve the outcome we are looking for. Maybe we should plan on doing a few iterations on our efforts to see if we are achieving the outcomes we want? Multi-year engagements are one way to do this. Changing your project approach might be another?Recently JimHighsmith in Agile Project Management (2ed, 2009), talked about a new project management triangle that better represents the Agile way of thinking about what defines project success – not just resources (cost), time/schedule, scope. (per Standish)“If we want adaptability we must reward it.”Value goal: Build a releasable product; measured by value to the customerQuality goal: Build a reliable, adaptable product; measured by delivery of continuous value to the customerConstraint goal: Achieve value and quality goals within acceptable constraints (scope, schedule, cost)“Constraints are still important project parameters, but they are not the project's goal. Value is the goal and constraints may need to be adjusted as the project moves forward to increase customer value. Schedule might still be a fixed constraint, but then scope could be adjusted to deliver the highest value within the schedule constraint.”Later, we’ll talk about estimating duration given fixed scope or fixed schedule.
Don R – Product Development Flow
These kinds of numbers put a smile on the face of one Fortune 100…
Beautiful Duet – Artful Environment and Practices
Get rid of the big documents – get to something less precious that you can change and iteration onIn the case of business, you are iterating on a business model canvas to see if you can create a financially sustainable businessIn the case of social venture you are iterating on the same canvas, but typically with multiple triangles like this (one of more for impact and one or more for income)
Results from Winner of Lean Startup Machine in San Francisco – December 2012 – part of Lean Startup Conference
Star Moment – Rally for Impact – a path towards being a better Citizen Engineer Teaching this to Social Entrepreneurs and Citizen Engineers Left a course in Boulder at the Hub with a very diverse group of social entrepreneurs with my team – It feels really good
Profile on RallyforImpact - http://rallyforimpact.rallydev.com/community/rallyforimpact/content/becoming-citizen-engineer
EWB Engineer at Cal State San Louis Obispo – Hatti before the earthquake and after the earthquake Empathy, Frame, Prototyped, Tested and Learned – 10 designs later she has a bag that can provide drinkable water for two days for a family of four using Pur tablets from Proctor and Gamble Profile on Rally for Impact - http://rallyforimpact.rallydev.com/community/rallyforimpact/content/startup-plunge
Engineer set off to solve the cook stove problem. Instead of going into a lab and trying to build the perfect design, Moushine went to the field and GOT OUT OF THE BUILDING. He spent time living with customers and iterating his design to not just address the feasibility, but the desirability Lesson of gathering woodLesson of drying meat Profile on RallyforImpact - http://rallyforimpact.rallydev.com/community/rallyforimpact/content/empowering-world-through-cooking
Complexity informed approaches
Build Probes to understand the system and evolve the system from complex to complicated
Start Less – Learn More
Mobilizing Citizen Engineers to Impact Complex Systems - RallyforImpact
Mobilizing Citizen Engineers to Impact Complex Systems 2013 Conference CalgaryRyan Martens – Rally Software
Technology and Entrepreneurship for the Developing World – EN4830 Learning Objectives: 1. Understand importance, feasibility and complexity of facilitating wealth generation for the developing world 2. Learn how engineering and entrepreneurship influence development and appropriate technologies 3. Enhance your team work skills by presenting 3 times during the Seth Murray – ME semester on your business model Instructor at theUniversity of Colorado and plan
Need Citizen Engineers to deliver impact in complex world
The Cynefin Framework Complex Complicated Cause & Effect is only Cause & Effect is not apparent in retrospect, obvious, understood and not repeatable through analysis and is repeatable Disorder Cause & Effect is Cause & Effect is not obvious to all and is perceivable repeatable Chaotic SimpleUnordered Ordered
Music Industry in 2000 - Napster Complex Complicated Independent musicians Managing a large tour self publishing online Disorder Managing a NIN tour Major label online distribution CD distribution Chaotic SimpleUnordered Ordered
Utilization Conform to PlanVariability Phases & Gates
TRADITIONAL AGILEDEVELOPMENT DEVELOPMENTPlan Driven Value DrivenFixed Scope Variable ScopeVariable Resources Fixed ResourcesVariable Time Fixed Time
Fixed Scope Resources Time Value Driven Plan Driven Resources Time Scope Variable
Fixed Quality Value Value Driven Plan Driven Constraints Variable
Cycle Time Lifecycle Profit Innovation Speed
Results • 3X better throughputfrom a • went from 40% on-time to 92% on time • projects delivered under budgetFortune • multiple first-to-market initiatives100 • reduced bug backlog by almost 90% • removed 180,000 hours of productive waste in one quarter
Turn Guesses Frame Build & Ship Learn Test & Measure Into Knowledge
“The only valid model of a complex system is the system itself. Murray Gell-Mann
First big Guess:We understand the problem a customer wants solved
“Customers don’t care about your solution. They care about their problems. Dave McClure
Next guess:Our product solves the customer’s problem
Experiment Name:Background: What do you want to learn and why? Owner: Mentor: Date: Measures What will you measure t o invalidat e your hypot hesis? What will you measure t o indicat e t he experiment is safe t o run? What will you measure t o indicat e you should amplif y t he experiment ? Measures can be Qualit at ive and Quant it at ive.Frame t he Experiment: What is your Problem Statement?Writ e t he Problem St at ement from t he Define worksheet here. What pain or pr oblem is being experienced?[Cust omer Segment ] needs a way t o [describe job t o be done], (because|but |surprisingly ) [describe insight ]. Experiment Backlog St ack ranked list of act ions needed t o run t he experiment .Hypot hesis t o Test[Specif ic repeat able act ion] will creat e [expect ed result ].Is t his hypot hesis falsifiable?Experiment DetailsDescribe t he experiment you plan t o run and how you are going t o at t empt t o falsify your hypot hesis. Experiment Result s and Learnings Describe what you learned fr om t he experiment ? Did you invalidat e your hypot hesis or does it live on?Safety: How is t he experiment safe to run and how will you recover? Next Steps: Given what you learned, what ’s next ?Describe how t he experiment is safe t o run.Describe how you will r ecover from running t he experiment upon complet ion or if you discover it isn’t safe t o run. I-2
Act like an Agilist Frame & EmpathizeLearn & Build & Ship Share Test & Measure
Our ToolsInnovation Empathy Needs Lean Portfolio Interviewee Name: Say Map Capt ure specif ic quot es from t he user, as well as any unusual phr ases or words t hat st ruck you as somet hing t hat migh t cont ain a deeper meaning. Prompt ing Quest ion: Empat hize Date: Think Capt ure phrases t hat begin wit h " I t hink... " or " I believe..." t hat were specif ically st at ed by t he user. You might also capt ure ot her t hought s & beliefs t hat may not have been explicit ly st at ed but can be inferred from what t he user said. Definition Team: User Enumerat e descript ions of possible users and t heir emot ions. Needs, Goals, and Wishes Enumerat e t he needs of t hose users and t he t hings t hey are t rying t o achieve. Define Insights Date: Enumerat e t he insight s you gained by reframing how you t hink about t he us ers and t heir needs, goals and wishes. What is somet hing you see about your user ’s experience t hat maybe s/ he doesn’t see? (Make inferences) Canvas Implicit – What people t hink and feel Explicit – What people say and do Possible Point s of View Pick: t he most meaningful, emot ional st at ement of user; t he most provocat ive need; and t he mo st provocat ive insight . Hang t hem t oget her and see if you have an int erest ing pr oblem st at ement . Experiment wit h at least four of t hem below. needs a way to because | but ... | surprisingly ... User or Persona’s name wit h emot ion User or Persona’s need/ goal/ wish (circle one) Insight needs a way to because | but ... | surprisingly ... User or Persona’s name wit h emot ion User or Persona’s need/ goal/ wish (circle one) Insight needs a way to because | but ... | surprisingly ... User or Persona’s name wit h emot ion User or Persona’s need/ goal/ wish (circle one) Insight needs a way to because | but ... | surprisingly ... User or Persona’s name wit h emot ion User or Persona’s need/ goal/ wish (circle one) Insight Problem Statement Pick t he st rongest Point of View from above and cr aft t he Pr oblem St at ement below. Do Feel needs a way to because | but ... | surprisingly ... Capt ure t hings you saw t he user (or group of users) doing. Capt ure feelings and emot ions t hat t he us er displayed or t alked about having. You might also User or Persona’s name wit h emot ion User or Persona’s need/ goal/ wish (circle one) Insight Writ ing down specif ic det ails or even drawing out diagr ams can be useful here. capt ure ot her f eelings & emot ions t hat y ou infer from act ions & behaviors t hat you observed. Based on work from ht t p:/ / dschool.st anford.edu/ groups/ k12/ Based on work from ht t p:/ / dschool.st anford.edu/ groups/ k12/ Problem Experiment ExperimentValidation Design Background: What do you want to learn and why? Experiment Name: Owner: Mentor: Date: Tracking Measures What will you measure t o invalidat e your hypot hesis? What will you measure t o indicat e t he experiment is safe t o run? What will you measure t o indicat e you should amplif y t he experiment ? Measures can be Qualit at ive and Quant it at ive. Frame t he Experiment: What is your Problem Statement? Writ e t he Problem St at ement from t he Define worksheet here. What pain or pr oblem is being experienced? [Cust omer Segment ] needs a way t o [describe job t o be done], (because|but |surprisingly ) [describe insight ]. Experiment Backlog St ack ranked list of act ions needed t o run t he experiment . Hypot hesis t o Test [Specif ic repeat able act ion] will creat e [expect ed result ]. Is t his hypot hesis falsifiable? Experiment Details Describe t he experiment you plan t o run and how you are going t o at t empt t o falsify your hypot hesis. Experiment Result s and Learnings Describe what you learned fr om t he experiment ? Did you invalidat e your hypot hesis or does it live on? Safety: How is t he experiment safe to run and how will you recover? Next Steps: Given what you learned, what ’s next ? Describe how t he experiment is safe t o run. Describe how you will r ecover from running t he experiment upon complet ion or if you discover it isn’t safe t o run. I-2
Supplements to create Citizen Engineers SocialEngineers Entrepreneurs Need ability to Need to be a apply disciplined & appropriateethical explorer technologies http://www.flickr.com/photos/stevendepolo/7315274972/sizes/m/in/photostream/
Plausible Probable Natural/S Mechanical ocial Systems SystemsUnordered Ordered
Probe Sense RespondComplex Complicated DisorderChaotic Simple
An Agile EWB Process? PIVOT ? Solution• Guess • Delivery• Guess • Validated Knowledge • MVP Problem Execution
An Agile EWB Project? Problem & Solution Validation On- Site I-1 I-2 I-3 Solution Prototype,Installation & Tailoring On- On- Site Site I-1 I-2
Discover Problem SpaceSustainability Capacity/Education Water/Health
What Solution Space?Create Citizen Engineers in Country“Design With” as a CitizenEngineer Successful Projects in Country
1. Find Empathy2. Run Fast Cycles3. Probe to turn Guesses into Knowledge4. Capture Micro- Narratives & reflect