Essential Balances
__ ‘ I‘
I J. ut~A
1/I . .| .  . ~
. . :1)! »/orIlvasll u I 35.1.’:  . .0. In‘ 51) :3 xx _
__ Ania! ‘ ‘I115. . l;'. .AoJ. o.l KW
» ...
COHESION
E E

5 to (Jo + 3 to so| /e anA Jo  '1 to
@ E
EEG  GEE“

as to Jo + 3 to solve ané do ——: > "+ to do + Lt to solve and do
more edtuations for

wh'nch the team is not{_ actual management
Prepared.  /fss rim 7F
6 or

r€SPOnS. lbm-ty K m'ucro—mana...
Vxrtuous cfc| e

of adaptation

vicious cycle

  

  
 

vicious cycle 0 15 Strategic

  

of OPCf‘3't| On3' ‘paflurc

1Ca°...
Limiting the autonomy oh the team can
harm both short— antl lon9—term aclaptation

 
   
   
   
  
 

Virtuous cycle

of ...
But what happens when there is too

much autonomy?
the goal of the whole

dependencies 

 

shared resources
SOLDIER
iforces working at personal level: 
- to loe—lon9
- selliintegrity
- tasks competing for time
7%--‘

Tools For cohesion: 

 

‘ COl’itl(lAOAS activity
’1~‘t~spr mg to zhangc om lollawing a phi . 
_ y   Adequate perio...
I UUID '|  Ul

"Responding to change over lollowing a plan"

plan

 
 
  

1. O‘FtCYl "over“ is interpreted as "instead"

...
Continuous activity

0
an H ‘H Adequate periods

Fractal
it Avoid averages and extrapolation

.45-: // x4.. . . .g -
You are doomed ill you sail oil‘ without a
plan or if you stick to the plan in Front of
events that invalidate your assump...
di/ ersity

 

4 >

stability
IMMUNE SYSTEM
ertainty

7-X

mutation rate: 
lov~r~. i+l _2' ’ln(0
Two mayor challenges: 
- S€l‘l/ YlOYl-SCl‘l
- uncertainty

>--k‘"‘
_ 7,
 

mutation rate: 

V "diversity -1 10"’

quantity
Potato ‘FSFMCFS in Peru
«ii
HOMOPHILY

liillliil

natural but dangerous
/> back to the same or
to alnew stable state)
time to recover X

0

y ;  @ y learning

" adaptation
~> stability
lteration Length

oscillation
/l

 

    

 

>

evaporation rate
.. ... ... ... ._. _.. ... ... ... .-. ... ... ... ... ... --—-. -—~. ...
EXPLOIT""‘~ or '0“ 
 6* or Cl" 
cuf'°%t
e*? °"
 C CX I lOl't

 market—driven exploit

 

EX I lOl't
 exloit
curiosity—driven

/ l

top—down

  
  

 
 
  
 

- Framework Programme
- Joint Programming Initiatives
- Public Private P...
EXPLORE E)<PLOlT

many

if
" CW 3“ successful

I
‘gal plans4?l| /
“-71/3* have chan ed them
>~ 3‘ 9

Y -Mullins J.  l’0m'r...
Solution

not clear

Nysocki,  Robert K,  "Adaptive Proiect Framework".  1010
List of items Mindmap
The sweet spot keeps moving all the time. 

 

We have to keep Finding it.
j’;   _

/  |, ./

g 3 M__‘; :’ .  
 M -M"!  eta

Essential Balances

in P! -ojeCtS

L 7 77 J 

 

 

. .._. T.. ._iy
Essential Balances in Projects
Essential Balances in Projects
Essential Balances in Projects
Essential Balances in Projects
Essential Balances in Projects
Essential Balances in Projects
Essential Balances in Projects
Essential Balances in Projects
Essential Balances in Projects
Essential Balances in Projects
Essential Balances in Projects
Essential Balances in Projects
Essential Balances in Projects
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Essential Balances in Projects

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Essential Balances in Projects

  1. 1. Essential Balances
  2. 2. __ ‘ I‘
  3. 3. I J. ut~A 1/I . .| . . ~ . . :1)! »/orIlvasll u I 35.1.’: . .0. In‘ 51) :3 xx _ __ Ania! ‘ ‘I115. . l;'. .AoJ. o.l KW » . ( «lint! . _ . -, .-. .. /. . I41! « / I lul '10 . W to: - 2!- J . I0.) . Oiqcl. . W _. 7/ . N . .. . J . ‘ , . . — . ./ !.t/ I), W . . w . . . , I J» : F- H JV, I 5'. . . , 7.2 1‘ . . . . . / x : __, .;_. --. ._ . .,. ..-. -. .- -. ... ... .. , ___ r . I" / to , -. ... . _, _ _ M . ., , . _ . » , , J. ., J . ,. . .2. . .. as u I: 0. )rv_r. } .1. , , I lrlctv _. oat I. : I If . . II’) I [Ir .1, n . I»! 3 Y 2 . I. Illiv ‘ .91! . . (III! m
  4. 4. COHESION
  5. 5. E E 5 to (Jo + 3 to so| /e anA Jo '1 to
  6. 6. @ E EEG GEE“ as to Jo + 3 to solve ané do ——: > "+ to do + Lt to solve and do
  7. 7. more edtuations for wh'nch the team is not{_ actual management Prepared. /fss rim 7F 6 or r€SPOnS. lbm-ty K m'ucro—mana9ement insuamcient nfeeaback h19h€r_. m/ O|V€m€m mistrust AJAEH9 partial knowleage
  8. 8. Vxrtuous cfc| e of adaptation vicious cycle vicious cycle 0 15 Strategic of OPCf‘3't| On3' ‘paflurc 1Ca°| |urc Hoverstadt, Patrck, "The Fractal Organization"
  9. 9. Limiting the autonomy oh the team can harm both short— antl lon9—term aclaptation Virtuous cycle of aclaptation Vicious cycle vicious cycle 0 13 Strategic of OPCr‘31'. |OYi3l Faiyurc -Failure
  10. 10. But what happens when there is too much autonomy?
  11. 11. the goal of the whole dependencies shared resources
  12. 12. SOLDIER
  13. 13. iforces working at personal level: - to loe—lon9 - selliintegrity - tasks competing for time
  14. 14. 7%--‘ Tools For cohesion: ‘ COl’itl(lAOAS activity ’1~‘t~spr mg to zhangc om lollawing a phi . _ y Adequate periods 7 y H , Fractal J ‘H . .i. .» l 'LllI: in W H} . ".1 Avoid averages and extrapolation mi. -1.71 w . . V in’ ‘V >>r 1, i am tvrv‘ ‘' US HESS U CS I F «v» coordination «» monitoring
  15. 15. I UUID '| Ul "Responding to change over lollowing a plan" plan 1. O‘FtCYl "over“ is interpreted as "instead" 3. But in fact the plans in agile approaches are «followed even more than in traditional ones l . 2. The value of planning > "Following a plan" A
  16. 16. Continuous activity 0 an H ‘H Adequate periods Fractal it Avoid averages and extrapolation .45-: // x4.. . . .g -
  17. 17. You are doomed ill you sail oil‘ without a plan or if you stick to the plan in Front of events that invalidate your assumptions
  18. 18. di/ ersity 4 > stability
  19. 19. IMMUNE SYSTEM
  20. 20. ertainty 7-X mutation rate: lov~r~. i+l _2' ’ln(0
  21. 21. Two mayor challenges: - S€l‘l/ YlOYl-SCl‘l - uncertainty >--k‘"‘ _ 7, mutation rate: V "diversity -1 10"’ quantity
  22. 22. Potato ‘FSFMCFS in Peru
  23. 23. «ii
  24. 24. HOMOPHILY liillliil natural but dangerous
  25. 25. /> back to the same or to alnew stable state) time to recover X 0 y ; @ y learning " adaptation ~> stability
  26. 26. lteration Length oscillation
  27. 27. /l > evaporation rate
  28. 28. .. ... ... ... ._. _.. ... ... ... .-. ... ... ... ... ... --—-. -—~. ...
  29. 29. EXPLOIT""‘~ or '0“ 6* or Cl" cuf'°%t e*? °" C CX I lOl't market—driven exploit EX I lOl't exloit
  30. 30. curiosity—driven / l top—down - Framework Programme - Joint Programming Initiatives - Public Private Partnerships market—driven
  31. 31. EXPLORE E)<PLOlT many if " CW 3“ successful I ‘gal plans4?l| / “-71/3* have chan ed them >~ 3‘ 9 Y -Mullins J. l’0m'r-: ~:r R. "6ett'rg to Plan B Breakrg Through to .2 Better Business Model"
  32. 32. Solution not clear Nysocki, Robert K, "Adaptive Proiect Framework". 1010
  33. 33. List of items Mindmap
  34. 34. The sweet spot keeps moving all the time. We have to keep Finding it.
  35. 35. j’; _ / |, ./ g 3 M__‘; :’ . M -M"! eta Essential Balances in P! -ojeCtS L 7 77 J . .._. T.. ._iy

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