41. Locally Rational Decision Making:
The Distracting Effect of Information on Managerial Performance
This paper describes a phenomenon called ālocally rationalā decision-
making, in which the mere presence of information may have
dysfunctional consequences even if decision makers do not process the
information incorrectly.
!
Using the results from an experiment conducted with a strategic market
simulation game, we ļ¬nd that the accessibility of information results in a
disposition to focus on those components of decision-making most
clearly addressed by the information.
!
If these are not the components most closely tied to success, overall
performance may in fact suffer. The decision-making process is thus
ālocally rationalā since it may be optimal with respect to speciļ¬c
components of a larger plan, but globally suboptimal with regard to
ultimate outcomes and for the organization as a whole.
http://pubsonline.informs.org/doi/abs/10.1287/mnsc.38.2.212?journalCode=mnsc
48. 1945 to 1965: The Origins
1965 to 1985: The Software Crisis
1985 to 1989: No Silver Bullet
1990 to 1999: Prominence of the Internet
2000 to Present: Lightweight Methodologies
I know this is true, because Wikipedia
49. 1970s 1980s 1990s 2000s future?
structured
programming
Cap Gemini SDM
structured systems analysis
and design methodology (ssadm)
Information Requirement Analysis
/Soft systems methodology (ssm)
Object-oriented programming (OOP)
Rapid application development (RAD)
Dynamic systems development method (DSDM)
Scrum
Team software process
Extreme programming (XP)
capability maturity model (CMM)
Capability Maturity Model Integration (CMMI)
Information Technology
Infrastructure Library (ITIL) ITIL 2007
devops
???
kanban
lean software
51. ITIL sounds great
ā¢ ITIL Service Strategy: understands organizational objectives and
customer needs.
ā¢ ITIL Service Design: turns the service strategy into a plan for
delivering the business objectives.
ā¢ ITIL Service Transition: develops and improves capabilities for
introducing new services into supported environments.
ā¢ ITIL Service Operation: manages services in supported
environments.
ā¢ ITIL Continual Service Improvement: achieves services incremental
and large-scale improvements.
52. CMMI, make it stop
CMMI for Development model:
!
Maturity Level 2 - Managed
CM - Conļ¬guration Management
MA - Measurement and Analysis
PMC - Project Monitoring and Control
PP - Project Planning
PPQA - Process and Product Quality Assurance
REQM - Requirements Management
SAM - Supplier Agreement Management
!
Maturity Level 3 - Deļ¬ned
DAR - Decision Analysis and Resolution
IPM - Integrated Project Management
OPD - Organizational Process Deļ¬nition
OPF - Organizational Process Focus
OT - Organizational Training
PI - Product Integration
RD - Requirements Development
RSKM - Risk Management
TS - Technical Solution
VAL - Validation
VER - Veriļ¬cation
!
Maturity Level 4 - Quantitatively Managed
OPP - Organizational Process Performance
QPM - Quantitative Project Management
!
Maturity Level 5 - Optimizing
CAR - Causal Analysis and Resolution
OPM - Organizational Performance Management
Maturity levels in CMMI for services[edit]
There are ļ¬ve maturity levels. Maturity level ratings are awarded for levels 2 through 5.
Maturity levels in CMMI for services
!
Maturity Level 2 - Managed
CM - Conļ¬guration Management
MA - Measurement and Analysis
PPQA - Process and Product Quality Assurance
REQM - Requirements Management
SAM - Supplier Agreement Management
SD - Service Delivery
WMC - Work Monitoring and Control
WP - Work Planning
!
Maturity Level 3 - Deļ¬ned
CAM - Capacity and Availability Management
DAR - Decision Analysis and Resolution
IRP - Incident Resolution and Prevention
IWM - Integrated Work Management
OPD - Organizational Process Deļ¬nition
OPF - Organizational Process Focus
OT - Organizational Training
RSKM - Risk Management
SCON - Service Continuity
SSD - Service System Development
SST - Service System Transition
STSM - Strategic Service Management
!
Maturity Level 4 - Quantitatively Managed
OPP - Organizational Process Performance
QWM - Quantitative Work Management
!
Maturity Level 5 - Optimizing
CAR - Causal Analysis and Resolution
OPM - Organizational Performance Management
Maturity levels in CMMI for acquisition
!
Maturity Level 2 - Managed
AM - Agreement Management
ARD - Acquisition Requirements Development
CM - Conļ¬guration Management
MA - Measurement and Analysis
PMC - Project Monitoring and Control
PP - Project Planning
PPQA - Process and Product Quality Assurance
REQM - Requirements Management
SSAD - Solicitation and Supplier Agreement Development
!
Maturity Level 3 - Deļ¬ned
ATM - Acquisition Technical Management
AVAL - Acquisition Validation
AVER - Acquisition Veriļ¬cation
DAR - Decision Analysis and Resolution
IPM - Integrated Project Management
OPD - Organizational Process Deļ¬nition
OPF - Organizational Process Focus
OT - Organizational Training
RSKM - Risk Management
!
Maturity Level 4 - Quantitatively Managed
OPP - Organizational Process Performance
QPM - Quantitative Project Management
!
Maturity Level 5 - Optimizing
CAR - Causal Analysis and Resolution
OPM - Organizational Performance Management
67. innovations in
infrastructure
guiding ideas skills and
capabilities
awareness
and
sensibilities
theory,
methods and
tools
domain of action
attitudes
and
beliefs
domain of
enduring change
(organizational
architecture)
(deep learning cycle)
78. nothing may be more difļ¬cult than getting a person
to understand something, when her salary
depends upon not understanding it
79.
80. We are uncovering better ways of
developing software by doing it and
helping others do it...
81. We are uncovering better ways of
developing infrastructure by doing it and
helping others do it...
82. We are uncovering better ways of
developing organizations by doing it and
helping others do it...
83. Through this work we have come to value:
ā¢ individuals interacting with awesome processes and tools
ā¢ working software... period, and documentation is nice too
ā¢ delighting customers
ā¢ learning from change and changing from learning
