Beyond the development system
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What do Lean, Kanban, Systems Thinking, Complexity Thinking and Beyond Budgeting have to say about external influences on the software development process? Would they encourage us to approach the development system differently? Through a parallel case study experiment we hope to draw some essential lessons from each school of thought.
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The document discusses using a common language as a tool to facilitate organizational transformation towards Lean practices. It advocates for using simple language that everyone can understand to build shared goals and ensure all stakeholders have a voice in the process. It also stresses the importance of measurable results and a solid investment of time to implement changes properly.
Organizational alienation
Human beings design constraints in a system. Then the system creates behavior, and people adjust the system. There are places in this loop, where human unconscious has potentially huge leverage in the long term development. When facing a challenge human mind does its best to cope with the the change by learning and acting. The more threatening the challenge is, the more the unconscious defense mechanisms protect the mind from anxiety. Defensing always has a flavor of self-deceit. It is often difficult to judge how much a certain choice is defensing and how much coping. Learning, by the way, is laborious and threatening, and thus often causes defensing. The talk will shortly present defense mechanisms. Then we will explore four common, significant and painful patterns in organizations, magnified by defensive behavior:
Three conflicting interests
Gaps between Customer and Producers
Competing projects
Overspecialization leading to coordination chaos
I have called the general phenomenon Organizational Alienation. Based on my 15 years in studying and developing large SW organizations, I have chosen three levers that you can pull in everyday decisions to change the direction:
From overspecialization to deep competencies having wide responsibilities
From avoiding conflict to passion to learn
From batching to flow
The most effective arena to create change is teams making decisions, both the front-line and management teams. Every member of the organization can influence.
Beyond Budgeting: Driver-Based Forecasting and Performance Management
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Foresite’s Brian Hawkes explains the practical application of driver-based rolling forecasts and performance analytics for realising sales targets and avoiding forecasting becoming an unachieved prediction or statement of aspiration. He explains how up to 95% of commercial activities are inadequately analysed in business reporting and reveals how getting the right information from the right place can be a rich source of analytics for business drivers, limiters and inputs; their impact on sales trajectory and the remedial capability to close forecast gaps. Whilst this information is critical for supporting performance management and financial control, it often does not warrant the complex BI or prescriptive SFA systems that have been the traditional solutions for so long and can distract management from the real issues in their business. Lean and agile systems are robust, easily understood and essential to establishing business forecasts and insights that are both provable and evidence-based.Beyond Budgeting: What Really Motivates Employees
In this presentation Professor Paul Gooderham presents findings from two recent research projects that both address the issue of employee
motivation. The first project investigates the work-related values of graduating students at elite business schools in Scandinavia and North America. It addresses the issue of whether they are materialists or post-materialists. It also examines whether Americans are more materialistic than Scandinavians. The second paper asks the question, what governance mechanisms promote knowledge sharing in multinational companies? In particular it addresses the issue of whether bonuses are more motivating than collegial acknowledgment.
Transforming Organizations: Keep it lighthearted
In most organisational transformations, few if any of the people involved have any clear idea of the fundamental nature of the challenges they are facing. Rightshifting explains the nature of these challenges. It provides both concepts and a vocabulary through which people can share and discuss these challenges. Drawing on 30+ years of experience across dozens of different development organisations, Bob uses this session to introduce Rightshifting and the Marshall Model – and the results of applying them in real-world organisational transformations
Complexity Theory: Coaching in a Complex Environment
Coaching is an effective practice, which can be used to influence many things in the modern organizations – ranging from individual’s performance to the functioning of teams and larger parts of the organizations. However, the concept of coaching itself is quite abstract and can include wide range of approaches. The way the social organizations are seen has many implications of how to think about the practice of organizational development and coaching. In this session, the different teleological assumptions, G.H.Mead’s philosophy and the modern approach of social constructionism to process consultation are used as sense-makers to build understanding of how coaches, process consultants and organizational developers could approach the complex organizations. Theoretical background of the presentation is based on the work of authors such as G.H.Mead, Norbert Elias, Ralph C. Stacey, Douglas Griffin, Patricia Shaw, Tom Andersen and John Shotter. The presentation seeks to form a dialogue between the different viewpoints that are used to make sense of the complex organizations by utilizing practical experiences coming from large-scale organizational transformation projects. Session is intended to all the people interested in complexity & coaching – especially for coaches, process consultants and people responsible for the organizational development activities.
Lean software management bbc worldwide case study nov less 2011
Lean software management bbc worldwide case study nov less 2011Lean Enterprise Software and Systems Conference
This case study examines how the lean ideas behind the Toyota Production System can be applied to software project management. It is a detailed investigation of the performance of a 9 person software development team employed by BBC Worldwide based in London.Keynote: Beyond Budgeting
Beyond Budgeting offers a proven and coherent alternative to serious problem in management today. The main purpose is not to get rid of budgets, but to take reality seriously, both the world around us and people in the organisation. The three different (and often conflicting) budget purposes of target setting, forecasting and resource allocation are not abolished, but separated and improved in ways not possible when all three are crammed into one annual set of budget numbers.
The Science of Kanban
This document summarizes key concepts from the science of kanban. It discusses how kanban is used to visualize and limit work in progress to smooth workflow. Complex systems cannot be fully understood and are retrospectively coherent, while complicated systems are potentially knowable but effects are separated in time and space. Kanban aims to transform disordered chaotic and complex systems into more ordered complicated systems with predictable workflows. Other topics covered include queuing theory, information theory, lean startup methodology, and economics of kanban systems. Recommended books on product development flow, brain science, software metrics, and lean principles are also listed.
A Hoop Through the OODA Loop
The document discusses Colonel John Boyd's OODA (Observe, Orient, Decide, Act) loop concept for decision making. It explains that Boyd observed military strategy follows a 1 year cycle of observing, orienting, deciding and acting. It also discusses how organizations can structure themselves as networks rather than hierarchies to better follow the OODA loop concept, making it easier to adapt and change quickly. The document advocates for organizing companies into small cross-functional teams rather than large functional departments.
Subject to Change
The document discusses how change programs often fail and what can be done differently. It notes that while everyone wants change, they often resist being changed. Traditional top-down change programs tend to view employees as resistant to change rather than empowering them. The document presents examples of companies that have achieved change by shifting to more collaborative, bottom-up models that give employees autonomy and accountability. These include Semco, HCL, and Whole Foods, which empower store employees. The document argues this new management approach of openness, meritocracy, flexibility, and collaboration can enable successful organizational change.
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Beyond the development system
- 1. LESS 2011, Stockholm Beyond the Development System Mike Burrows (@asplake) mike@djandersonassociates.com http://positiveincline.com LESS 2011
- 2. Beyond the development system My run-up (positiveincline.com): “Influencer”, or Kanban and models for change Kanban in its portfolio context A new box on top of old boxes LESS 2011
- 3. Beyond the development system Workshop objectives: To learn (duh!) To see synthesis in action To see different practical approaches to leading change LESS 2011
- 4. Beyond the development system “It is so much easier to add on than it is to take away. You buy a new a box and just put it on top of your other boxes” Bjarte Bosgnes LESS 2011
- 5. “I see dead people” LESS What do you see? 2011
- 6. Beyond the development system 1. Background, aims (done) 2. Introductions 3. Present case study 4. Exercise 1 5. Break 6. Exercise 2 7. Panel LESS 2011
- 7. LESS 2011
- 8. Case study scenario Many fixed-date projects Remaining durations of many months Low confidence of date compliance Organisation Functional, hierarchical, not co-located, part outsourced Defined life cycle Well observed Specs, signoffs Cross-functional appetite for improvement, LESS 2011 resourced
- 9. Exercise 1 Gut reaction: what do you “see” As advisors, what next? Questions to ask Information to gather Things for you to explain Assumptions Action plan (assuming assumptions are valid) LESS 2011 Expected outcomes, timescales
- 10. Exercise 2 Attempt to define (in general) what most characterises your school’s approach From what you have heard, consider what (in general) you might take from other approaches Refine your action plan LESS 2011
- 11. Postscript “Schools” represented in the workshop (and by whom): Kanban (Jabe Bloom) Complexity Thinking (Ari-Pekka Skarp) Systems Thinking (Henrik Mårtensson) Rightshifting (Bob Marshall) Beyond Budgeting (Bjarte Bogsnes) “Unbranded” (Ari Tikka) LESS 2011