Sometimes software testers overvalue the adherence to the collective wisdom embodied in organizational processes and the mechanical execution of tasks. Overly directive procedures work—to a point—projecting an impression of firm, clear control. But do they generate test results that are valuable to our stakeholders? Is there a way to orchestrate everyone’s creative contributions without inviting disorganized confusion? Is there a model that leverages the knowledge and creativity of the people doing the work, yet exerts reliable control in a non-directive way? Griffin Jones shares just such a model, describing its prescriptive versus discretionary parts and its dynamic and adaptive nature. Task activities are classified into types and control preferences. Griffin explores archetypes of control and their associated underlying values. Leave with an understanding of how you can leverage the wisdom and creativity of your people to make your testing more valuable and actionable.
Note: There is a lot of technical detail, and the animation being flattened out of the slides makes it harder to understand than when I present it.
You also don't have have stories, explanation, or the ability to answer your questions.
Sometimes software testers overvalue the adherence to the collective wisdom embodied in organizational processes and the mechanical execution of tasks. Overly directive procedures work—to a point—projecting an impression of firm, clear control. But do they generate test results that are valuable to our stakeholders? Is there a way to orchestrate everyone’s creative contributions without inviting disorganized confusion? Is there a model that leverages the knowledge and creativity of the people doing the work, yet exerts reliable control in a non-directive way? Griffin Jones shares just such a model, describing its prescriptive versus discretionary parts and its dynamic and adaptive nature. Task activities are classified into types and control preferences. Griffin explores archetypes of control and their associated underlying values. Leave with an understanding of how you can leverage the wisdom and creativity of your people to make your testing more valuable and actionable.
Cast 2011 what do auditors expect from testers - griffin jonesGriffin Jones
The document discusses heuristics for exploratory testing teams at FDA-regulated companies to survive regulatory audits. It introduces the "CHCMWCE" heuristic - being Congruent, Honest, Competent, using an appropriate Model, being Willing, maintaining Control, and providing strong Evidence. It discusses applying this heuristic by addressing potential "smells" or issues at each level and providing objective, clear evidence to satisfy auditors. The goal is for testing teams to understand auditors' perspectives and give them what they need to demonstrate compliance.
Orientaciones para establecer_la_ruta_de_mejora_2014_-2015 (13) (1) 1jorge Gómez
Este documento proporciona orientaciones para que los Consejos Técnicos Escolares establezcan una Ruta de mejora escolar. Explica que la Ruta de mejora escolar es un plan dinámico que permite ordenar los procesos de mejora de la escuela y que comprende la planeación, implementación, seguimiento, evaluación y rendición de cuentas. Además, provee instrucciones sobre cómo realizar un diagnóstico, establecer prioridades, objetivos y metas como parte del proceso de planeación para la Ruta de mejora escolar
This document discusses negative differential resistance, which is a characteristic of some electronic devices where an increase in current causes a decrease in voltage. It can be exhibited by tunnel diodes and Gunn diodes. Negative differential resistance adds energy to a circuit unlike a regular resistor which consumes energy. It has applications in oscillators where it can produce sustained oscillations by counteracting energy losses in a resonant circuit. It can also function as a signal amplifier at microwave frequencies when used with a bandpass filter.
ĐẠI HỌC HUẾ - TRƯỜNG ĐẠI HỌC KHOA HỌC HUẾ
KHOA KIẾN TRÚC - Ths. Kts. Trần Đình Hiếu
NGUYÊN LÝ THIẾT KẾ KIẾN TRÚC NHÀ Ở
Website tham khảo về Kiến Trúc: http://www.kientrucnhao.net/
Este documento presenta la propuesta curricular para la educación obligatoria 2016. Establece tres parámetros para organizar el currículo: los fines de la educación, la pedagogía y los contenidos. Describe los logros esperados al término de cada nivel educativo, los principios pedagógicos como la naturaleza de los aprendizajes, y los ambientes de aprendizaje. Finalmente, explica los criterios para la identificación de contenidos prioritarios. El objetivo es dar una primera aproximación a la propuesta y reflexionar sobre su implementación.
Sometimes software testers overvalue the adherence to the collective wisdom embodied in organizational processes and the mechanical execution of tasks. Overly directive procedures work—to a point—projecting an impression of firm, clear control. But do they generate test results that are valuable to our stakeholders? Is there a way to orchestrate everyone’s creative contributions without inviting disorganized confusion? Is there a model that leverages the knowledge and creativity of the people doing the work, yet exerts reliable control in a non-directive way? Griffin Jones shares just such a model, describing its prescriptive versus discretionary parts and its dynamic and adaptive nature. Task activities are classified into types and control preferences. Griffin explores archetypes of control and their associated underlying values. Leave with an understanding of how you can leverage the wisdom and creativity of your people to make your testing more valuable and actionable.
Cast 2011 what do auditors expect from testers - griffin jonesGriffin Jones
The document discusses heuristics for exploratory testing teams at FDA-regulated companies to survive regulatory audits. It introduces the "CHCMWCE" heuristic - being Congruent, Honest, Competent, using an appropriate Model, being Willing, maintaining Control, and providing strong Evidence. It discusses applying this heuristic by addressing potential "smells" or issues at each level and providing objective, clear evidence to satisfy auditors. The goal is for testing teams to understand auditors' perspectives and give them what they need to demonstrate compliance.
Orientaciones para establecer_la_ruta_de_mejora_2014_-2015 (13) (1) 1jorge Gómez
Este documento proporciona orientaciones para que los Consejos Técnicos Escolares establezcan una Ruta de mejora escolar. Explica que la Ruta de mejora escolar es un plan dinámico que permite ordenar los procesos de mejora de la escuela y que comprende la planeación, implementación, seguimiento, evaluación y rendición de cuentas. Además, provee instrucciones sobre cómo realizar un diagnóstico, establecer prioridades, objetivos y metas como parte del proceso de planeación para la Ruta de mejora escolar
This document discusses negative differential resistance, which is a characteristic of some electronic devices where an increase in current causes a decrease in voltage. It can be exhibited by tunnel diodes and Gunn diodes. Negative differential resistance adds energy to a circuit unlike a regular resistor which consumes energy. It has applications in oscillators where it can produce sustained oscillations by counteracting energy losses in a resonant circuit. It can also function as a signal amplifier at microwave frequencies when used with a bandpass filter.
ĐẠI HỌC HUẾ - TRƯỜNG ĐẠI HỌC KHOA HỌC HUẾ
KHOA KIẾN TRÚC - Ths. Kts. Trần Đình Hiếu
NGUYÊN LÝ THIẾT KẾ KIẾN TRÚC NHÀ Ở
Website tham khảo về Kiến Trúc: http://www.kientrucnhao.net/
Este documento presenta la propuesta curricular para la educación obligatoria 2016. Establece tres parámetros para organizar el currículo: los fines de la educación, la pedagogía y los contenidos. Describe los logros esperados al término de cada nivel educativo, los principios pedagógicos como la naturaleza de los aprendizajes, y los ambientes de aprendizaje. Finalmente, explica los criterios para la identificación de contenidos prioritarios. El objetivo es dar una primera aproximación a la propuesta y reflexionar sobre su implementación.
Este documento presenta la tercera parte de una propuesta curricular para la educación obligatoria en 2016. Propone crear espacios para que los estudiantes desarrollen más sus capacidades presentadas en la segunda parte del plan de estudios y su inteligencia emocional a través de ligas deportivas, natación, artes marciales y talleres sobre alimentación y cuidado personal. El documento fue creado por Hugo Enrique Medina Cruz el 13 de agosto de 2016 en Colima, Colima.
Este documento describe la necesidad de transformar el modelo educativo mexicano. Explica que el modelo actual data de principios del siglo XX y es vertical y prescriptivo, lo que ya no es compatible con la sociedad actual. Propone fortalecer el desarrollo de capacidades como el pensamiento crítico, análisis y razonamiento en lugar de enfocarse sólo en la memorización. El objetivo es formar estudiantes capaces de contribuir a una sociedad más justa e incluyente.
The document discusses disrupting the traditional music business model. It argues that the music industry sees music as a product rather than a service, and customers rather than fans. The business model is antiquated and not segmented. It suggests engaging fans through different tiers like whales, dolphins, and minnows to monetize the fan base like free-to-play games and virtual goods do. Successful models like the NFL and Kickstarter campaigns are highlighted that leverage the most engaged fans to support the wider fan base. The key is understanding fan segmentation and developing tailored offerings.
Git-annex allows users to manage files with git without checking file contents into the repository. It uses git for version control and file tracking, but stores file contents separately. File contents can be distributed across multiple drives, servers, and locations for redundancy and access from different devices. Git-annex also supports various workflows like archiving data, consuming media, and syncing files while traveling.
Presenting Test Results w/ Clarity and Confidence - STAR East 2013Griffin Jones
Test leaders are often asked to present the results of their testing to management—and even to auditors. Can you clearly and confidently explain and summarize your test plans and results? Can you prove that your testing is compliant with internal procedures and regulations? Griffin Jones presents a model for how to prepare and present your test work and demonstrate compliance. He explores how you can appear—and be—congruent, honest, and competent during formal and informal presentations. Griffin describes a process model for developing your presentation, laying out the objective evidence of what you did, ways you can demonstrate control, and how to show your willingness to perform. Then, he reviews the expectations of different stakeholders and identifies common misconceptions and traps to avoid. Don’t allow your anxieties to ruin your next presentation. Learn tips to help you maintain composure during difficult moments and leave with a model to present your testing results with clarity and confidence.
Bishnoi,vinod kumar bharti and gupta, nidhi consumer shopping behaviour in ...Siddharth Dhiman
This document summarizes a study on consumer shopping behavior in organized food and grocery stores in India's National Capital Region. It begins with an introduction describing the growth of organized retailing in India. The objectives are to investigate dimensions of consumer shopping behavior and the impact of demographics. The methodology describes a survey of 330 consumers across Delhi, Gurgaon, Faridabad and Noida using a 5-point Likert scale questionnaire. Factor analysis identified 9 dimensions of shopping behavior. One-way ANOVA found differences in shopping behavior based on demographics.
Surviving an FDA Audit: Heuristics for Exploratory Testing - from CAST, STP, ...Griffin Jones
In FDA regulated industries, audits are high-stakes, fact-finding exercises required to verify compliance to regulations and an organization’s internal procedures. Although exploratory testing has emerged as a powerful test approach within regulated industries, an audit is the impact point where exploratory testing and regulatory worlds collide. Griffin Jones describes a heuristic model—Congruence, Honesty, Competence, Appropriate Process Model, Willingness, Control, and Evidence—his team used to survive an audit. You can use this model to prepare for an audit or to baseline your current practices for an improvement program.
Griffin highlights the common misconceptions and traps to avoid with exploratory testing in your regulated industry. Avoid mutual misunderstandings that can trigger episodes of incongruous behavior and an unsuccessful audit. Learn how to maintain your composure during a stressful audit and leave with valuable heuristics to help you organize and present your exploratory testing results with confidence.
El documento presenta un resumen del nuevo modelo educativo de México para 2016-2017, el cual busca garantizar una educación pública de calidad e incluyente. El modelo se basa en cinco ejes: escuela al centro, planteamiento curricular, formación docente, inclusión y equidad, y gobernanza del sistema. El objetivo principal es desarrollar de manera armónica todas las facultades de los estudiantes y fomentar valores como el amor a la patria y el respeto a los derechos humanos.
The document announces a workshop on regulated software testing to be held on October 4th 2013. It provides contact information for John McConda and Griffin Jones and notes the website wrestworkshop.com. It also lists some tips for a simple information radiator tool using blank poster paper such as including what is meaningful, quotes, or memory triggers to make information easily accessible.
20240213 ARMA GCAC Business and Technical Assessment for an Info Mgmt Initiat...Jesse Wilkins
This presentation, delivered virtually to the ARMA Chattanooga chapter on February 13, 2024, described the elements of a business assessment, a technical assessment, and a maturity assessment in support of an information management initiative.
Engaging Agile Teams for Data Governance ProfessionalsJoe McFadden
Confused about how to ensure data management activities get accomplished as you organizations transitions from a traditional software development and management methodologies to agile ones? This presentation explains the key differences in integration points between traditional and agile processes, provides tactical approaches to inserting data governance work into the agile flow. It provides an overview of agile organizational structures, enabling you to ensure they account for data governance roles performed in your organization.
3 Key Takeaways
1. An understanding of how traditional checkpoints or gateways leveraged by the data governance community map to new agile processes and workflows
2. How and when to engage agile teams
3. How to ensure your data governance staff and activities are accounted for in agile organizations
The document discusses the Viable System Model (VSM), which is a management and organizational theory developed by Stafford Beer.
The VSM proposes that organizations can be understood as five recursive systems that ensure viability. These systems are: System One (operations), System Two (coordination), System Three (control), System Four (intelligence), and System Five (policy). Each system performs a distinct function to help the organization adapt.
The VSM is based on the structure of the human nervous system and the idea that the five systems recur at each level of the organization. Its goals are to ensure the necessary knowledge and skills are available, information is available for decision making, and the organization remains adaptive.
This chapter introduces research methods for business and defines business research as a systematic process of investigating problems to find solutions. It distinguishes between applied research, which solves current problems, and basic research, which generates generalizable knowledge. Applied research examples include investigating why iPod sales declined and how companies conduct social media research. Basic research examples involve university studies to improve business practices. The chapter also explains why managers should understand research and how to interact with internal versus external researchers. Internal researchers have better knowledge of the organization but less objectivity, while external researchers offer fresh perspectives but require more time to understand the organization.
3 TED style talks of 15-20 minutes, featuring:
(1) Conversion methodologies, Lean UX and Agile? What gives?
(2) #Measurecamp and my Top Analytics Tips of 2013
(3) Conversion tools of the CRO masters
The document provides an overview of process mapping and process improvement. It outlines a three-step framework - Analyze, Design, Implement. The Analyze step is described in detail and includes defining the problem, determining scope, collecting information through interviews and workshops, and documenting findings. Key aspects of process mapping like roles/responsibilities and flow are also outlined. The overall goal is to establish a clear understanding of the current process as a foundation for future improvements.
Anarchy is governance too - Sep 2013 - Geneva groupUpside Energy Ltd
This document discusses governance models and tools. It begins with an introduction that defines governance as the process by which organizations make important decisions, determine who is involved, and ensure accountability. Various governance tools are presented, including stakeholder maps, process models, RACI charts, governance frameworks, and matrices. The document outlines an exercise where participants will build RACI models for different governance approaches like centralized, decentralized, and a hybrid model. It concludes with a discussion of tradeoffs between speed, situational awareness, buy-in, consistency and efficiency.
The document summarizes a presentation on using benchmarks to accelerate process improvement. The presentation discusses defining benchmarks and their benefits, providing examples of why cost and schedule data without quality metrics can be misleading. It emphasizes the need for meaningful size attributes and benchmark data to support process improvement. The presentation aims to provide insights into making measurements useful by focusing on the five C's of sizing measures.
Metrics - You are what you measure (DevOps Perth)Rob Crowley
This document discusses metrics and how to use them effectively. It covers what metrics are, why they are important, and provides examples of metrics to measure things like acquisition, activation, retention, and revenue for products. It also discusses visualizing metrics, potential tools to use, and some pitfalls to avoid like vanity metrics, useless metrics, and weaponized metrics that are used for harm rather than good. The overall message is that metrics should be used to guide improvements, identify constraints, and measure outcomes, not just for their own sake or in ways that don't reflect the true performance of a business.
Society Consulting CEO Chad Richeson provides a synopsis of why analytics matters to customer experience, and how to make a greater impact on your business with a disciplined analytics process.
Using Data Analytics To Enhance Spend Management Control In The Public Sector...Ee Chuan Yoong
This document discusses how public sector organizations can use data analytics to enhance spend management control. It explains that while ERP systems provide a wealth of financial data, tools are needed to make sense of the information. The document then explores different data analytics tools and techniques that can help users analyze spending patterns and detect anomalies. As a case study, it describes how the audit software IDEA was used to analyze staff claims data from an ERP system. Specific analyses identified potential duplicate medical receipts, double payments, and transport claims that did not comply with expense policies. The document emphasizes that data analytics allows auditors to review all transactions for exceptions rather than relying on samples.
Este documento presenta la tercera parte de una propuesta curricular para la educación obligatoria en 2016. Propone crear espacios para que los estudiantes desarrollen más sus capacidades presentadas en la segunda parte del plan de estudios y su inteligencia emocional a través de ligas deportivas, natación, artes marciales y talleres sobre alimentación y cuidado personal. El documento fue creado por Hugo Enrique Medina Cruz el 13 de agosto de 2016 en Colima, Colima.
Este documento describe la necesidad de transformar el modelo educativo mexicano. Explica que el modelo actual data de principios del siglo XX y es vertical y prescriptivo, lo que ya no es compatible con la sociedad actual. Propone fortalecer el desarrollo de capacidades como el pensamiento crítico, análisis y razonamiento en lugar de enfocarse sólo en la memorización. El objetivo es formar estudiantes capaces de contribuir a una sociedad más justa e incluyente.
The document discusses disrupting the traditional music business model. It argues that the music industry sees music as a product rather than a service, and customers rather than fans. The business model is antiquated and not segmented. It suggests engaging fans through different tiers like whales, dolphins, and minnows to monetize the fan base like free-to-play games and virtual goods do. Successful models like the NFL and Kickstarter campaigns are highlighted that leverage the most engaged fans to support the wider fan base. The key is understanding fan segmentation and developing tailored offerings.
Git-annex allows users to manage files with git without checking file contents into the repository. It uses git for version control and file tracking, but stores file contents separately. File contents can be distributed across multiple drives, servers, and locations for redundancy and access from different devices. Git-annex also supports various workflows like archiving data, consuming media, and syncing files while traveling.
Presenting Test Results w/ Clarity and Confidence - STAR East 2013Griffin Jones
Test leaders are often asked to present the results of their testing to management—and even to auditors. Can you clearly and confidently explain and summarize your test plans and results? Can you prove that your testing is compliant with internal procedures and regulations? Griffin Jones presents a model for how to prepare and present your test work and demonstrate compliance. He explores how you can appear—and be—congruent, honest, and competent during formal and informal presentations. Griffin describes a process model for developing your presentation, laying out the objective evidence of what you did, ways you can demonstrate control, and how to show your willingness to perform. Then, he reviews the expectations of different stakeholders and identifies common misconceptions and traps to avoid. Don’t allow your anxieties to ruin your next presentation. Learn tips to help you maintain composure during difficult moments and leave with a model to present your testing results with clarity and confidence.
Bishnoi,vinod kumar bharti and gupta, nidhi consumer shopping behaviour in ...Siddharth Dhiman
This document summarizes a study on consumer shopping behavior in organized food and grocery stores in India's National Capital Region. It begins with an introduction describing the growth of organized retailing in India. The objectives are to investigate dimensions of consumer shopping behavior and the impact of demographics. The methodology describes a survey of 330 consumers across Delhi, Gurgaon, Faridabad and Noida using a 5-point Likert scale questionnaire. Factor analysis identified 9 dimensions of shopping behavior. One-way ANOVA found differences in shopping behavior based on demographics.
Surviving an FDA Audit: Heuristics for Exploratory Testing - from CAST, STP, ...Griffin Jones
In FDA regulated industries, audits are high-stakes, fact-finding exercises required to verify compliance to regulations and an organization’s internal procedures. Although exploratory testing has emerged as a powerful test approach within regulated industries, an audit is the impact point where exploratory testing and regulatory worlds collide. Griffin Jones describes a heuristic model—Congruence, Honesty, Competence, Appropriate Process Model, Willingness, Control, and Evidence—his team used to survive an audit. You can use this model to prepare for an audit or to baseline your current practices for an improvement program.
Griffin highlights the common misconceptions and traps to avoid with exploratory testing in your regulated industry. Avoid mutual misunderstandings that can trigger episodes of incongruous behavior and an unsuccessful audit. Learn how to maintain your composure during a stressful audit and leave with valuable heuristics to help you organize and present your exploratory testing results with confidence.
El documento presenta un resumen del nuevo modelo educativo de México para 2016-2017, el cual busca garantizar una educación pública de calidad e incluyente. El modelo se basa en cinco ejes: escuela al centro, planteamiento curricular, formación docente, inclusión y equidad, y gobernanza del sistema. El objetivo principal es desarrollar de manera armónica todas las facultades de los estudiantes y fomentar valores como el amor a la patria y el respeto a los derechos humanos.
The document announces a workshop on regulated software testing to be held on October 4th 2013. It provides contact information for John McConda and Griffin Jones and notes the website wrestworkshop.com. It also lists some tips for a simple information radiator tool using blank poster paper such as including what is meaningful, quotes, or memory triggers to make information easily accessible.
20240213 ARMA GCAC Business and Technical Assessment for an Info Mgmt Initiat...Jesse Wilkins
This presentation, delivered virtually to the ARMA Chattanooga chapter on February 13, 2024, described the elements of a business assessment, a technical assessment, and a maturity assessment in support of an information management initiative.
Engaging Agile Teams for Data Governance ProfessionalsJoe McFadden
Confused about how to ensure data management activities get accomplished as you organizations transitions from a traditional software development and management methodologies to agile ones? This presentation explains the key differences in integration points between traditional and agile processes, provides tactical approaches to inserting data governance work into the agile flow. It provides an overview of agile organizational structures, enabling you to ensure they account for data governance roles performed in your organization.
3 Key Takeaways
1. An understanding of how traditional checkpoints or gateways leveraged by the data governance community map to new agile processes and workflows
2. How and when to engage agile teams
3. How to ensure your data governance staff and activities are accounted for in agile organizations
The document discusses the Viable System Model (VSM), which is a management and organizational theory developed by Stafford Beer.
The VSM proposes that organizations can be understood as five recursive systems that ensure viability. These systems are: System One (operations), System Two (coordination), System Three (control), System Four (intelligence), and System Five (policy). Each system performs a distinct function to help the organization adapt.
The VSM is based on the structure of the human nervous system and the idea that the five systems recur at each level of the organization. Its goals are to ensure the necessary knowledge and skills are available, information is available for decision making, and the organization remains adaptive.
This chapter introduces research methods for business and defines business research as a systematic process of investigating problems to find solutions. It distinguishes between applied research, which solves current problems, and basic research, which generates generalizable knowledge. Applied research examples include investigating why iPod sales declined and how companies conduct social media research. Basic research examples involve university studies to improve business practices. The chapter also explains why managers should understand research and how to interact with internal versus external researchers. Internal researchers have better knowledge of the organization but less objectivity, while external researchers offer fresh perspectives but require more time to understand the organization.
3 TED style talks of 15-20 minutes, featuring:
(1) Conversion methodologies, Lean UX and Agile? What gives?
(2) #Measurecamp and my Top Analytics Tips of 2013
(3) Conversion tools of the CRO masters
The document provides an overview of process mapping and process improvement. It outlines a three-step framework - Analyze, Design, Implement. The Analyze step is described in detail and includes defining the problem, determining scope, collecting information through interviews and workshops, and documenting findings. Key aspects of process mapping like roles/responsibilities and flow are also outlined. The overall goal is to establish a clear understanding of the current process as a foundation for future improvements.
Anarchy is governance too - Sep 2013 - Geneva groupUpside Energy Ltd
This document discusses governance models and tools. It begins with an introduction that defines governance as the process by which organizations make important decisions, determine who is involved, and ensure accountability. Various governance tools are presented, including stakeholder maps, process models, RACI charts, governance frameworks, and matrices. The document outlines an exercise where participants will build RACI models for different governance approaches like centralized, decentralized, and a hybrid model. It concludes with a discussion of tradeoffs between speed, situational awareness, buy-in, consistency and efficiency.
The document summarizes a presentation on using benchmarks to accelerate process improvement. The presentation discusses defining benchmarks and their benefits, providing examples of why cost and schedule data without quality metrics can be misleading. It emphasizes the need for meaningful size attributes and benchmark data to support process improvement. The presentation aims to provide insights into making measurements useful by focusing on the five C's of sizing measures.
Metrics - You are what you measure (DevOps Perth)Rob Crowley
This document discusses metrics and how to use them effectively. It covers what metrics are, why they are important, and provides examples of metrics to measure things like acquisition, activation, retention, and revenue for products. It also discusses visualizing metrics, potential tools to use, and some pitfalls to avoid like vanity metrics, useless metrics, and weaponized metrics that are used for harm rather than good. The overall message is that metrics should be used to guide improvements, identify constraints, and measure outcomes, not just for their own sake or in ways that don't reflect the true performance of a business.
Society Consulting CEO Chad Richeson provides a synopsis of why analytics matters to customer experience, and how to make a greater impact on your business with a disciplined analytics process.
Using Data Analytics To Enhance Spend Management Control In The Public Sector...Ee Chuan Yoong
This document discusses how public sector organizations can use data analytics to enhance spend management control. It explains that while ERP systems provide a wealth of financial data, tools are needed to make sense of the information. The document then explores different data analytics tools and techniques that can help users analyze spending patterns and detect anomalies. As a case study, it describes how the audit software IDEA was used to analyze staff claims data from an ERP system. Specific analyses identified potential duplicate medical receipts, double payments, and transport claims that did not comply with expense policies. The document emphasizes that data analytics allows auditors to review all transactions for exceptions rather than relying on samples.
THINKING ABOUT THINKING
Audience: PM & BA
Level: All
Date: May 26
Time: 11:30 AM - 12:30 PM
Description
Thinking is a big part of a Project Manager’s and Business Analyst's job. But how often have you spent time thinking about thinking? This presentation looks at thinking as a critical soft skill for project managers and how a disciplined approach to thinking improves you effectiveness as a change agent for the company in the role of project manager. The presentation will discuss the Thinking Hats, Five Types of Thinking, and brush into the entire world of Business Analytics. The presentation focuses on how the skills of Strategic Analysis, Tactical Analysis, Predictive Analysis, Data mining work together for the complete business management cycle. To add to the thinking equation, the session will explore the power of Social Media sentiment and how the way people "feel" about things is an important factor in the business equation. Think about it !!!!
1. Participants will understand the relationship between planning, analysis, problem solving, decision making and thinking.
2. Students will be able to explain an "Adapting to Whats Happening Model" that includes Data Recording, Strategic Analysis, Tactical Analysis, Predictive Analysis, and Social Media Sentiment. And how it impacts the business.
3. Students will explore various factors of human bias and how that impacts thinking. The student will understand that bias cannot not be completely eliminated, but should be embraced as a human factor in any thinking exercise. The student will understand that personal perspective/bias is a factor, but not THE factor in thinking.
Business analytics workshop presentation finalBrian Beveridge
This document outlines an agenda and presentation for a business analytics seminar for credit union executives and board directors. The presentation will define business analytics, explain how it can help credit unions address key issues like margin compression and regulatory compliance, and provide examples of how analytics can be applied to areas like marketing, risk management, and branch performance. Attendees will learn how predictive analytics can help credit unions retain members, optimize pricing, and streamline operations. The presentation will also cover getting started with business analytics projects.
This document contains lecture notes on object-oriented programming. It discusses key OOP concepts like objects, classes, inheritance, abstraction and polymorphism. It provides examples like modeling a student, teacher and doctor as classes with common attributes and behaviors. Inheritance allows deriving more specific classes like defining a teacher or doctor class inheriting from a general person class. The notes emphasize that OOP aims to model real-world entities as interactive objects.
Anarchy is governance too - Oct 2013 - Masterclass at HartmanEVENTUpside Energy Ltd
This document provides an agenda and materials for a workshop on governance tools and models. The agenda includes an introduction to governance tools, an exercise to identify key decision types, an activity to build Responsibility Assignment Matrix (RACI) models, and presentations of the RACI models. The document defines governance and discusses different governance structures such as centralized vs decentralized models. It also presents tools for governance including stakeholder maps, process models, policies and standards, and IT governance models. Key questions around who defines, approves, enforces and implements policies and standards are discussed. Tradeoffs of different governance approaches are outlined.
Case AnalysisScenarioThe Senior Vice President of Human Resou.docxtidwellveronique
Case Analysis/Scenario
The Senior Vice President of Human Resources has just informed you that she would like for you to research various HRM practices of Fortune 500 companies. This research will be presented to the board of trustees next month. They want to review other company’s best practices to help them realign their strategic initiatives. In organizational studies, the process of reviewing other organizations’ best practices and adapting them to one’s own organization is called “benchmarking.”
Begin by identifying 2 -3 organizations listed in the Fortune 500. Once you have identified those companies, research best practices used by those organizations, paying particular attention to these HRM functional areas:
· Recruitment/On boarding
· Training & Development
· Employee/Labor Relations
· Performance Management
· Compensation & Benefits Incentives/Practices
To begin your paper, provide a summary of key details about the organizations you are using to benchmark HRM best practices. Who are the organizations? What do they do? Why are they a good candidate for benchmarking? This section of you paper only needs to be a paragraph or two.
For the next section of your paper, evaluate the pros and cons of the best practices you have benchmarked in each functional area. For example, if external recruitment is a “best practice,” what are some pros and cons of external recruitment? As a guide, your evaluation of best practices in each functional area should be 1 to 2 pages.
For the final section of your paper, justify the top best practices recommendation in each HRM functional area that you will make to the board of trustees. Imagine that you are actually going to present the recommendations to the board. What will you recommend? Why? How will you link them altogether to form a cohesive and persuasive presentation? Hint: Based upon your evaluation of those best practices in the earlier sections of the paper, summarize the key arguments and research support for your recommended practices to justify them to the board. This section of your paper should be 2 to 3 pages in length.
Submit your report as an eight to ten page paper written in APA format to the Drop Box.
Paper should include at least 5 references in APA format.
Research hints…
In addition to searching for the specific organization name “and best practices” or “best HRM practices,” you might find it helpful to search for the specific organization name “and recruitment.” “Specific organization name and training & development,” and so forth. For example, if Walmart is one of your organizations, search terms could include:
· Walmart and best practices
· Walmart and best HRM practices
· Walmart and Recruitment
· Walmart and Onboarding
· Walmart and Training & Development
· Walmart and Employee Labor Relations
· Walmart and Performance Management
· Walmart and Compensation
· Walmart and Employee Benefits
· Walmart and Employee Incentives
· Etc.
You can follow the above search ...
The document discusses a new model for testing that focuses on exploration of knowledge sources to build test models that inform testing. It outlines three patterns of software development (structured, agile, continuous) and argues testing involves exploring knowledge sources and building test models, with all testing being exploratory in nature. A new test process is proposed involving exploration support tools that capture testing plans and activity in real-time. The roles of developers and testers may become blurred in the future under this new model.
Geek Sync | Data Modeling is Form of Data Governance IDERA Software
You can watch the replay for this Geek Sync webcast in the IDERA Resource Center: http://ow.ly/XMPE50A5bM5
In this Geek Sync webinar, Bob Seiner shares how data governance can be explained using the actions of governing the definition, production and usage of data. The Database Management and Development disciplines and tools stand at the core of these three actions. In fact, data modeling provides the foundation for governing data definition leading to quality data production that results in value from data usage.
In this Geek Sync, Bob will discuss:
- Three Actions of Governing Data
- Establishing a Data Governance Program on the Three Actions
- Why Data Modeling is a Form of Data Governance
Similar to Collaboration Without Chaos - STP Spring 2013 (20)
AI Transformation Playbook: Thinking AI-First for Your BusinessArijit Dutta
I dive into how businesses can stay competitive by integrating AI into their core processes. From identifying the right approach to building collaborative teams and recognizing common pitfalls, this guide has got you covered. AI transformation is a journey, and this playbook is here to help you navigate it successfully.
𝐔𝐧𝐯𝐞𝐢𝐥 𝐭𝐡𝐞 𝐅𝐮𝐭𝐮𝐫𝐞 𝐨𝐟 𝐄𝐧𝐞𝐫𝐠𝐲 𝐄𝐟𝐟𝐢𝐜𝐢𝐞𝐧𝐜𝐲 𝐰𝐢𝐭𝐡 𝐍𝐄𝐖𝐍𝐓𝐈𝐃𝐄’𝐬 𝐋𝐚𝐭𝐞𝐬𝐭 𝐎𝐟𝐟𝐞𝐫𝐢𝐧𝐠𝐬
Explore the details in our newly released product manual, which showcases NEWNTIDE's advanced heat pump technologies. Delve into our energy-efficient and eco-friendly solutions tailored for diverse global markets.
NIMA2024 | De toegevoegde waarde van DEI en ESG in campagnes | Nathalie Lam |...BBPMedia1
Nathalie zal delen hoe DEI en ESG een fundamentele rol kunnen spelen in je merkstrategie en je de juiste aansluiting kan creëren met je doelgroep. Door middel van voorbeelden en simpele handvatten toont ze hoe dit in jouw organisatie toegepast kan worden.
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
The Most Inspiring Entrepreneurs to Follow in 2024.pdfthesiliconleaders
In a world where the potential of youth innovation remains vastly untouched, there emerges a guiding light in the form of Norm Goldstein, the Founder and CEO of EduNetwork Partners. His dedication to this cause has earned him recognition as a Congressional Leadership Award recipient.
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
Profiles of Iconic Fashion Personalities.pdfTTop Threads
The fashion industry is dynamic and ever-changing, continuously sculpted by trailblazing visionaries who challenge norms and redefine beauty. This document delves into the profiles of some of the most iconic fashion personalities whose impact has left a lasting impression on the industry. From timeless designers to modern-day influencers, each individual has uniquely woven their thread into the rich fabric of fashion history, contributing to its ongoing evolution.
Best Competitive Marble Pricing in Dubai - ☎ 9928909666Stone Art Hub
Stone Art Hub offers the best competitive Marble Pricing in Dubai, ensuring affordability without compromising quality. With a wide range of exquisite marble options to choose from, you can enhance your spaces with elegance and sophistication. For inquiries or orders, contact us at ☎ 9928909666. Experience luxury at unbeatable prices.
Unlocking WhatsApp Marketing with HubSpot: Integrating Messaging into Your Ma...Niswey
50 million companies worldwide leverage WhatsApp as a key marketing channel. You may have considered adding it to your marketing mix, or probably already driving impressive conversions with WhatsApp.
But wait. What happens when you fully integrate your WhatsApp campaigns with HubSpot?
That's exactly what we explored in this session.
We take a look at everything that you need to know in order to deploy effective WhatsApp marketing strategies, and integrate it with your buyer journey in HubSpot. From technical requirements to innovative campaign strategies, to advanced campaign reporting - we discuss all that and more, to leverage WhatsApp for maximum impact. Check out more details about the event here https://events.hubspot.com/events/details/hubspot-new-delhi-presents-unlocking-whatsapp-marketing-with-hubspot-integrating-messaging-into-your-marketing-strategy/
❼❷⓿❺❻❷❽❷❼❽ Dpboss Matka Result Satta Matka Guessing Satta Fix jodi Kalyan Final ank Satta Matka Dpbos Final ank Satta Matta Matka 143 Kalyan Matka Guessing Final Matka Final ank Today Matka 420 Satta Batta Satta 143 Kalyan Chart Main Bazar Chart vip Matka Guessing Dpboss 143 Guessing Kalyan night
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
3. Introduction
• About me
• Questions
– What does control look, sound, feel like?
– What does chaos look, sound, feel like?
– What collaboration look, sound, feel like?
• Why I care
– Regulated and risky products
• I have to explain my approach to skeptics
– My early formative career experiences
• Nuclear Industry and KIMS
April 2013 3www.CongruentCompliance.com
4. Qualifying Human Experts
How many faces
did you see?
Qualifying Human Experts
Count the number of faces
in each of the following
pictures
Fast Example Exercise
April 2013www.CongruentCompliance.com 4
5. Motivation to Create …
• Was asked, “How do you delegate control?”
– Dissatisfied w/some answers I hear/see from others
• “As little as possible”: One big brain, controlling people like
machines/puppets
• Seems to be about people managing or coping w/their anxiety
– My ANS: “Competence, Authority, Responsibility, Experience”
• I noticed I had a strong emotional reaction to the Q&A
• I prefer
– Collaborating with thinking sapient people who test
– Giving tactical control of check activities to thinking people
• They choose how/when to use tools like automation and scripted
procedures, to do what the tools do best – no more.
• Tools are made to serve people, not …
• Just because I could micro-manage to deal with my anxiety, …
April 2013 5www.CongruentCompliance.com
6. … this Presentation
• Realized that I was being intentional
– But some archeology of my process was required
• Where did all the pieces come from?
• How do they all fit together?
• Benefits of a “Grand Unified Model”
– “Adaptive Discretionary Control Model”
– Creates (for me) a framework for conversation,
exploration, and formal explanation
• By sharing this, I hope it is helpful to you
– Stimulates you to explore your own thoughts
– Creates space to allow thinking collaborative testing
April 2013 6www.CongruentCompliance.com
7. Historical Example: “The Flying Problem”
• Powered flight research prior to 1900
– Focus was on Control via
• “Inherent Stability” versus “Dynamic Stability”
• Why did they make that control choice?
– How is the situation similar to testing software?
April 2013 7www.CongruentCompliance.com
Langley
Aerodrome
Wright Flyer I2 3
8. Outline: Collaboration Without Chaos
Adaptive Discretionary Control Model
• Fit the pieces together from these models:
– Feedback Controllers
• and the Controller’s Internal Model
– Administrative Controls
• Prescriptive versus Discretionary Controls
– Control Choices
• Organizational and Activity Types. How to choose.
– OODA Model (Observe/Orient/Decide/Act)
• The “Orient” process
– “Values” Archetypes
• Example “Values” to Orient on
– Adaptive Team Model
• The three ways to adapt
– Summary / Thought Experiment / References / Questions
April 2013 8www.CongruentCompliance.com
9. Spoiler Alert! Two Big Points, …
A. Chaos is the manifestation of inconsistency.
– It is a sign that the controller is failing
B. To get Collaboration, you need to value it and be
consistent
– You can’t have collaboration using primarily
prescriptive procedures
• even if your values are aligned to collaborate
– You can’t have collaboration using discretionary
procedures
• if you values are primarily aligned against collaboration
April 2013 9www.CongruentCompliance.com
10. “Values”
Archetypes
(Inspired by
Italy Talgam)
Adaptive Team Model
ATM
(Entin, Serfaty, Deckert)
Feedback Controllers
and the
Controller’s Internal Model
(Jerry Weinberg)
How to Make
Control Choices
Organization
and
Activity Types
(Reasons & Perrow)
Administrative Controls
Prescriptive
versus
Discretionary
(James Reasons)
OODA Model
Observe
Orient
Decide
Act
(John Boyd)
Finding the Path through these Models…
April 2013 10www.CongruentCompliance.com
4 - 10
Adaptive Discretionary
Control Model
12. Feedback Controllers - Overview
• The system of control must have
– an image of the desired state (D)
– the ability to observe the actual state (A) (Testing Info & Other Outputs)
– The ability to compare state A and D for differences
– The ability to act on the system to bring A closer to D. (Resources & Req.)
• Control is exercised through Resources and Requirements
April 2013 12www.CongruentCompliance.com
Controller
Testing Information
Other Outputs
Req.
Testing
Resources
Randomness
Req.
Resources
Randomness
Req.
Testing Information
Other Outputs
13. Controller
Feedback Controller’s Model
• The system of control must have
– an image of the desired state (D)
– the ability to observe the actual state (A)
(Testing Info & Other Outputs)
– the ability to compare state A and D for differences
April 2013 13www.CongruentCompliance.com
Testing Information
Other Outputs
Testing
Testing Information
Other Outputs
Desired State (D)
or
Model
Controller
Actual State (A)
or
Information
≠?
11
15. Intermittent additions of organizational wisdom to Principles,
Rules, Procedures – as a result of Incidents
and Non-Conformance.
Frequent comparisons of output measures w/org. objectives.
Deviant performance corrected.
Frequent comparisons of output measures w/org. objectives.
Deviant performance corrected. Congruent performance stored
as rules & procedures.
Administrative Controls
April 2013 15www.CongruentCompliance.com
OUTPUT
Feedforward / Prescriptive Feedback / Discretionary
Organizational
Standards,
Objectives
Principles, Rules, Procedures
Human
Performance
Training, Experience,
Using Tools
Process
being
Controlled
Output
Measures
X
Zero
Deviation
Incidents,
Non-Conformance
16. Integrating Prescriptive/Discretionary Controls
with Resources/Requirements
April 2013 16www.CongruentCompliance.com
Testing
Testing Information
Other Outputs
Controller
≠?
Prescriptive and
Discretionary
Administrative Controls
Req.
Resources
Randomness
18. Rules and procedures not
applicable. Task performance at
the discretion of the
individual.
Requires a mixture of
prescriptive control by rules and
procedures and discretionary
performance by the individual.
Requires mixture of
prescriptive and discretionary
performance control.
Pre-programmed prescriptive
process control possible by rules
and procedures.
April 2013 18www.CongruentCompliance.com
Determine Control Choice based on
Exception / Solution Characteristics of Activity
FEW
EXCEPTION CASES
MANY
EXCEPTION CASES
EASY
SEARCH
FOR
SOLUTIONS
HARD
SEARCH
FOR
SOLUTIONS
Tasks routine, repetitive, well-
structured and predictable.
Tasks non-routine, but the many
exceptional cases are relatively
simple to analyze.
Work routine, but problems are
sometimes vague and poorly
conventionalized.
Tasks non-routine, poorly
structured and unpredictable.
19. April 2013 19www.CongruentCompliance.com
Control Choices
for Varieties of Organizations
FEW
EXCEPTION CASES
MANY
EXCEPTION CASES
EASY
SEARCH
FOR
SOLUTIONS
HARD
SEARCH
FOR
SOLUTIONS
Railways
Postal Services
Construction
Traditional Banking
Road Haulage
Nuclear Power Plants
Chemical Process Plants
Modern Aircraft
Advanced Manufacturing
Anesthesia
Architecture
Maintenance and Repair
Oil Exploration
Police Work
Scientific Research
Modern Military Operations
Investment Banking
Macro-economics
Crisis Management
Project Management
Recovering from
Design Basis Accidents / Issues
Production Lines
R&D Organizations
PRESCRIPTIVE MIXTURE
MIXTURE
DISCRETION
20. Integrating Control Choice with
Administrative Controls
• Analyze the organization and task activities to make Control Choices
– Exception Cases
– Search for Solutions
April 2013 20www.CongruentCompliance.com
Testing
Testing Information
Other Outputs
Controller
≠?
Prescriptive and
Discretionary
Administrative Controls
Req.
Resources
Randomness
Task: Exception Cases
Search for Solutions
22. The OODA Model
April 2013 22www.CongruentCompliance.com
OBSERVATIONS
HERITAGE, TRADITION,
CULTURE, ANALYSIS,
EXPERIENCE,
NEW INFORMATION
DECISION ACTION
OBSERVE ORIENT DECIDE ACT
Implicit Guidance
& Control
Unfolding Interaction With Environment
VALUES
Feedback
Unfolding
Circumstances
• OODA is the engine inside the Controller
– “Orient” steers you, based on your actual Values.
• Is your Orientation compatible with Collaboration?
23. Expanding OODA
April 2013 23www.CongruentCompliance.com
• Observations are
– Evolving, Inconsistent, Uncertain, Incomplete, Dependent
• Orientation includes
– Sense making
– Managing alternative views
– Sharing implicit knowledge
– Managing uncertainty and risk
– Developing courses of action
– Considering alternative models
• Decisions
– Process of repeatedly deciding
• Observe more, Orient more, or take Action
– Managing deliberation, Fusing information, Choosing what to do
next
O O D A
Control
Interaction With Environment
Feedback
24. Integrating OODA with the
Controller’s Model
• OODA Engine
• “Orient” Compass
– Orient is the most important part - it shapes everything else
April 2013 24www.CongruentCompliance.com
Testing
Information
Other Outputs
Controller
≠?
Prescriptive and
Discretionary Controls
Req.
Resources
Randomness
Task: Exception Cases
Search for Solutions
26. For Each “Values” Archetype
• Who’s contributions valued?
• How clear and specific are the expectations
and sanctions?
• What organizational / team structure is implied?
• What are the levels and types of control being
exercised?
• How is control given, and taken back?
• Who is making decisions and how are they
made?
• How would coordination occur?
April 2013 26www.CongruentCompliance.com
27. “Values” Archetypes of Control …
• The Cloud
– The control vision of the inaccessible “Them”
• You don’t contribute, I make you conform thru clarity
• The Unchanging Book
– Control details are spelled out for - FOREVER
• We don’t contribute or question, we serve
• Justice Potter Stewart
– “I know it when I see it” - fulfill my inner vision
• I’m in charge, but I won’t give you
explicit direction: figure-it-out for yourself
April 2013 27www.CongruentCompliance.com
12
13
14
28. … “Values” Archetypes
• Ballroom Dancing
– A flowing, living, dynamic control process
• The contribution of everyone is valued as we all
share and inspire within a shaped context
• Lewis and Clark
– Control focus on everyone
understanding “Meaning and Intent"
– The group and individuals
• take initiative, are innovative, flexible, able to act
independently, and cooperate within a shared context
April 2013 28www.CongruentCompliance.com
15
16
29. Integrating Values into the
“Orient” of OODA
• Values ♥
April 2013 29www.CongruentCompliance.com
Testing
Information
Other Outputs
Controller
≠?
Prescriptive and
Discretionary Controls
Req.
Resources
Randomness
Task: Exception Cases
Search for Solutions
♥
31. Ind. / Team
Characteristics
+
Team Structure
TEAM PROCESSES
Taskwork
Team Structure
Adaptive Team Model
April 2013 31www.CongruentCompliance.com
S
Operational
Conditions
Stress
Teamwork Taskwork
Performance
DECISION-MAKING
ADAPTION
COORDINATION ADAPTION
STRUCTURAL ADAPTION
Teamwork
• Several Team Structures
• Tempo: Routine, High-Tempo, and Emergency
• Shared Implicit Knowledge
• Be sensitive to other member’s workload and performance when high-tempo
17
32. Integrating “Adaptive” into OODA and
Controller’s Model
• Adapting
– Structure, Coordination, Decision-Making
April 2013 32www.CongruentCompliance.com
Testing
Information
Other Outputs
Controller
≠?
Prescriptive and
Discretionary Controls
Req.
Resources
Randomness
Task: Exception Cases
Search for Solutions
♥
11, 17
33. What Management Wants
• Show you are thoughtful about the topic
• Be able to explain what Collaboration and Control
means to you
– Describe all the parts to yourself
• Verbally, written, drawing, pictures, examples
– Check your description versus your experiences
– Explain it / have a conversation with a trusted
colleague
• Revise, refine, adapt
– Share more broadly, as appropriate
– Make it yours
April 2013 33www.CongruentCompliance.com
35. A Question, …
April 2013 35www.CongruentCompliance.com
• Why do controllers seem to over-constrain the actions
and options of people doing the testing tasks – when
not warranted?
– Managing controller’s anxiety and self-preservation?
Enables blame?
– It is simpler to manage, less effort for the controller?
– Misaligned values?
– Models are frozen, can’t adapt?
– Models exclude sharing or collaboration?
– Misunderstanding task space control requirements?
– Failure to train the people?
– It creates abundant evidence of task activity?
36. Two Big Points, …
A. Chaos is the manifestation of inconsistency.
– It is a sign that the controller is failing
B. To get Collaboration, you need to value it and be
consistent
– You can’t have collaboration using primarily
prescriptive procedures
• even if your values are aligned to collaborate
– You can’t have collaboration using discretionary
procedures
• if you values are primarily aligned against collaboration
April 2013 36www.CongruentCompliance.com
37. Ten Summary Points …
1. Understand feedback controllers (Weinberg)
2. Control is exercised through resources and
requirements (Weinberg)
3. Prescriptive and discretionary controls (Reasons) are
part of the resources and requirements (Weinberg)
4. Control method (Reasons) choice should be based on
the exception and solution characteristics of the task
(Reasons and Perrow)
5. Controller’s have an internal model to compare to
observations (Weinberg)
6. The controller (Weinberg) is driven by the engine of
the OODA model (Boyd)
April 2013 37www.CongruentCompliance.com
38. … Ten Summary Points
7. The most important part of OODA is “Orient”. That is
where your values are stored and accessed. (Boyd)
8. Different archetypes of values (Jones [and Talgam])
influence and color the options available to “Orient”
in OODA (Boyd). Some archetypes foster
collaboration, others discourage it.
9. The OODA model (Boyd) adapts through the process
described by the Adaptive Team Model - structure,
coordination, decision-making (Serfaty)
10. When OODA (Boyd) and ATM (Serfaty) are healthy
[e.g., Values are aligned (Jones)] there are multiple
optional models available to the controller (Weinberg)
April 2013 38www.CongruentCompliance.com
40. Direct References …
April 2013 41www.CongruentCompliance.com
• Feedback Controllers and the
Controller’s Internal Model
– Gerald (Jerry) Weinberg
• “Responding To Significant Software Events”,
See Appendix D: Control Models (~ $10)
– http://www.geraldmweinberg.com/Site/QSM_vol_2.html
• Administrative Controls – Prescriptive/Feedforward &
Discretionary/Feedback Controls
– James Reasons
• “Managing the Risks of Organizational Accidents”:
Chapter 4, “The Human Contribution” page 61 to 64
– http://www.amazon.com/Managing-Risks-Organizational-Accidents-
Reason/dp/1840141050
41. … Direct References …
April 2013 42www.CongruentCompliance.com
• Control Choices
– Organization and Activity Types;
Number of Exception Cases , Search for Solutions
– James Reasons
• “Managing the Risks of Organizational Accidents”:
Chapter 4, “The Human Contribution” page 64 to 68
– http://www.amazon.com/Managing-Risks-Organizational-Accidents-
Reason/dp/1840141050
• OODA Model
- Observe, Orient, Decide, Act
– David Ullman
• ““OO-OO-OO!” The Sound of a Broken OODA Loop” (free)
– http://www.crosstalkonline.org/storage/issue-
archives/2007/200704/200704-Ullman.pdf
42. … Direct References
April 2013 43www.CongruentCompliance.com
• Values Archetypes
– Italy Talgam
• “Lead like the great conductors”, TED Talk (free)
• Adaptive Team Model
- Adaptive: Structure, Coordination, Decision-Making
– Entin, Serfaty, Deckert
• “Adaptive Team Model” from “Team Coordination Training” from
Chapter 9 of “Making Decisions Under Stress”
by Cannon-Bowers and Salas
– http://psycnet.apa.org/books/10278/008
• Entin “The Effects of Leader Role and Task Load on Team
Performance and Process in an AWACS Environment”, (free) page 4
– http://www.dtic.mil/cgi-bin/GetTRDoc?AD=ADA468045
43. Indirect References …
April 2013 44www.CongruentCompliance.com
• James Bullock, Marie Benesh, Gerald M. Weinberg
– Roundtable on Project Management (~$8)
• http://www.amazon.com/Roundtable-Project-Management-Dialogues-ebook/dp/B005CX919Q
• Tom Coach
– “The Bishop’s Boy’s: A Life of Wilbur and Orville Wright”, chapter 12, 19, and 20
• Sidney Dekker
– Ten Questions About Human Error – A New View of Human Factors and System Safety (~$15)
• http://www.amazon.com/Questions-About-Human-Error-Transportation/dp/0805847456
• John Gall
– Systemantics: How Systems Work and Especially How They Fail (~$3)
• http://www.amazon.com/Systemantics-Systems-Work-Especially-They/dp/0812906748
• Elizabeth Gilbert
– “On Nurturing Creativity” and “having “ a genius. TED Talk (free)
• http://www.ted.com/talks/elizabeth_gilbert_on_genius.html
• Hillel Glazer
– High Performance Operations (~$30)
• http://www.amazon.com/High-Performance-Operations-Compliance-Competitive/dp/0132779889
• Don Gray
– “Managing in Mayberry: An examination of three distinct leadership styles” (free)
• http://www.donaldegray.com/managing-in-mayberry-an-examination-of-three-distinct-leadership-styles/
• Erih Hollnagel
– The ETTO Principle: Efficiency-Thoroughness Trade-off (~$30)
• http://www.amazon.com/gp/product/0754676781/ref=olp_product_details?ie=UTF8&me=&seller=
44. … Indirect References
April 2013 45www.CongruentCompliance.com
• Robert Mager and Peter Pipe
– Analyzing Performance Problems: or You Really Oughta Wanna (~$10)
• http://www.amazon.com/Analyzing-Performance-Problems-Really-Wanna-How/dp/1879618176
• Roger Nierenberg
– Maestro: A Surprising Story About Leading By Listening (~$5)
• http://www.amazon.com/Maestro-Surprising-Story-Leading-Listening/dp/1591842883
• Steve Smith
– “Coaching Your Personal Board of Directors” Workshop Session
• Gerald (Jerry) Weinberg
– “Quality Software Management: Volume 1 - Systems Thinking”, chapter 1 to 7
• http://www.geraldmweinberg.com/Site/QSM_vol_1.html
– “How Software Is Built” (~ $10)
• http://www.geraldmweinberg.com/Site/QSM_vol_1.html
– “Why Software Gets in Trouble” (~ $10)
• http://www.geraldmweinberg.com/Site/QSM_vol_1.html
– “How To Observe Software Systems” (~ $10)
• http://www.geraldmweinberg.com/Site/QSM_vol_1.html
– “An Introduction to General System Thinking” (~ $10)
• http://www.geraldmweinberg.com/Site/General_Systems.html
– “Passive Regulation: General Systems Design Principles (General Systems Thinking)” (~ $10)
• http://www.amazon.com/Passive-Regulation-Principles-Thinking-ebook/dp/B0054E3AMM#reader_B0054E3AMM
– “Active Regulation: General Systems Design Principles (General Systems Thinking)” (~ $10)
• http://www.amazon.com/Active-Regulation-Principles-Thinking-ebook/dp/B0054E7ECY
45. References – Images Credits …
1. Cover Image http://www.ams-photography.com/
2. Langley Aerodrome http://en.wikipedia.org/wiki/File:LangleyAerodromeFlown.jpg
This image is in the public domain because its copyright has expired.
3. Wright Flyer I http://en.wikipedia.org/wiki/File:First_flight2.jpg
This media file is in the public domain in the United States.
4. Fall Road http://images.forestwander.com/wp-content/original/2011_10/fall-wilderness-road.jpg
The use of Free Nature Pictures is permitted for personal or commercial use as long as credit is given to www.ForestWander.com
5. Orange Country Road http://images.forestwander.com/wp-content/original/2010_10/country-roads-take-me-home.jpg
The use of Free Nature Pictures is permitted for personal or commercial use as long as credit is given to www.ForestWander.com
6. Walking Trail http://images.forestwander.com/wp-content/original/2010_03/spring-sunshine-walking-trail.jpg
The use of Free Nature Pictures is permitted for personal or commercial use as long as credit is given to www.ForestWander.com
7. Half Dome http://en.wikipedia.org/wiki/File:HalfDomeTraffic.jpeg
I, the copyright holder of this work, hereby release it into the public domain.
8. Plank Walk http://www.flickr.com/photos/feen/2642583576/sizes/l/in/photostream/
Attribution-NonCommercial-NoDerivs 2.0 Generic. Some rights reserved by Aaron D. Feen
9. Ice Climbing http://en.wikipedia.org/wiki/File:Eisklettern_kl_engstligenfall.jpg
This file is licensed under the Creative Commons Attribution-Share Alike 2.5 Generic license by Schweiz .
10. Grand Canyon http://upload.wikimedia.org/wikipedia/commons/4/40/GrandCanyonWinter2008.JPG
I, Pescaiolo, the copyright holder of this work, release this work into the public domain.
April 2013 46www.CongruentCompliance.com
46. … References – Images Credits …
11. Airplane takeoff http://en.wikipedia.org/wiki/File:Qantas_a380_vh-oqa_takeoff_heathrow_arp.jpg
The copyright holder of this work, release this work into the public domain.
12. Cloud http://en.wikipedia.org/wiki/File:Cloud_in_nepal.jpg
I, Krish Dulal, the copyright holder of this work, hereby publish it under the following license: This file is licensed under the Creative
Commons Attribution-Share Alike 3.0 Unported license.
13. Book http://en.wikipedia.org/wiki/File:Bucheinband.15.Jh.r.Inkunabel.jpg
This image (or other media file) is in the public domain because its copyright has expired.
14. Potter Stewart http://en.wikipedia.org/wiki/File:US_Supreme_Court_Justice_Potter_Stewart_-_1976_official_portrait.jpg
This work is in the public domain in the United States because it is a work of the United States Federal Government under the terms of
Title 17, Chapter 1, Section 105 of the US Code. See Copyright.
15. Ballroom Dance http://en.wikipedia.org/wiki/File:Ballroom_dance_exhibition.jpg
This file is licensed under the Creative Commons Attribution-Share Alike 2.5 Generic license.
16. Lewis and Clark http://en.wikipedia.org/wiki/File:Lewis_and_Clark_1954_Issue-3c.jpg
This work is in the public domain in the United States because it is a work of the United States Federal Government under the terms of
Title 17, Chapter 1, Section 105 of the US Code.
17. Coins / Change http://www.ams-photography.com/
18. Violin http://en.wikipedia.org/wiki/File:Violinconsruction3.JPG
Permission is granted to copy, distribute and/or modify this document under the terms of the GNU Free Documentation License, Version
1.2 or any later version published by the Free Software Foundation; with no Invariant Sections, no Front-Cover Texts, and no Back-Cover Texts.
19. Border Collie http://en.wikipedia.org/wiki/File:BC_eye.jpg
Ditto
20. Tic-Tac-Toe http://en.wikipedia.org/wiki/File:Tic_tac_toe.svg
This file is ineligible for copyright and therefore in the public domain, because it consists entirely of information that is common property
and contains no original authorship
April 2013 47www.CongruentCompliance.com
47. … References – Images Credits: Slide 3
Squid http://en.wikipedia.org/wiki/File:Squid_komodo.jpg
This file is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported license.
Starfish http://en.wikipedia.org/wiki/File:Red-knobbed.starfish.arp.jpg
This work has been released into the public domain by its author, Arpingstone. This applies worldwide. In some countries this may not be
legally possible; if so: Arpingstone grants anyone the right to use this work for any purpose, without any conditions, unless such conditions are
required by law.
Ant http://en.wikipedia.org/wiki/File:Meat_eater_ant_feeding_on_honey02.jpg
Permission is granted to copy, distribute and/or modify this document under the terms of the GNU Free Documentation License, Version
1.2 only as published by the Free Software Foundation; with no Invariant Sections, no Front-Cover Texts, and no Back-Cover Texts. A copy of the
license is included in the section entitled GNU Free Documentation License. Under the CC-BY-NC: you are free to copy, distribute, transmit and
adapt this work provided that correct attribution is provided. Attribution must be provided in a prominent location to "Fir0002/Flagstaffotos".
Portrait http://en.wikipedia.org/wiki/File:JuanGris.Portrait_of_Picasso.jpg
This is a faithful photographic reproduction of an original two-dimensional work of art. The work of art itself is in the public domain for the
following reason: Public domain This work is in the public domain in those countries with a copyright term of life of the author plus 80 years or
less. You must also include a United States public domain tag to indicate why this work is in the public domain in the United States. Note that
Mexico has a term of 100 years and does not implement the rule of the shorter term, so this image may not be in the public domain in Mexico.
Côte d'Ivoire has a general copyright term of 99 years, but it does implement the rule of the shorter term.
Viking http://en.wikipedia.org/wiki/File:Martian_face_viking.jpg
This file is in the public domain because it was created by NASA. NASA copyright policy states that "NASA material is not protected by
copyright unless noted".
Clock http://en.wikipedia.org/wiki/File:Pareidolia_3.jpg
Permission is granted to copy, distribute and/or modify this document under the terms of the GNU Free Documentation License, Version
1.2 or any later version published by the Free Software Foundation; with no Invariant Sections, no Front-Cover Texts, and no Back-Cover Texts.
Flower Painting http://www.jokelibrary.net/words/test_faces5.html
Five Profiles - drawn by unknown.
April 2013 48www.CongruentCompliance.com
48. Griffin Jones
Thank you for attending this session
Please fill out the evaluation form
April 2013 49www.CongruentCompliance.com
Griffin.Jones@CongruentCompliance.com
Collaborating with people to enable projects to become agile, innovative, and compliant