Complexity, context and collaboration from manufacturing software to creating a service relationship by Dave Snowden

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Manufacturing practices abound at Agile conferences but is software something that comes of a production line (albeit in small batch sizes)? Should we instead think of software development as a service? Can we combine unarticulated customer needs with novel technology to shift the business forward rather than simply respond to demand? Should we see applications as emergent properties of complex interactions between people and software objects over time? What sort of ecosystem (rather than architecture) is needed for such an approach? Using the popular Cynefin framework as a starting point, its creator will explore these questions.

Technology

Copyright © 2016 Cognitive Edge. All Rights Reserved. US Pat. 8,031,201
EVERY CORPSE ON EVEREST WAS ONCE AN
EXTREMELY MOTIVATED PERSON, HIGHLY
ENGAGED WITH INSPIRED LEADERS

Material in this presentation is either Copyright © 2016 Bangor University or Cognitive Edge Pte Ltd.. All Rights Reserved. Protected in part by copyright, patent and trademark and other law
THE CYNEFIN CENTRE: NAVIGATING COMPLEXITY IN SOCIAL SYSTEMS
ISSUES WITH CASE BASED EVIDENCE

24radiologistswereaskedtoperforma
familiarlungnoduledetectiontask.
Apictureofagorilla,48timeslargerthan
theaveragenodule,wasinsertedinthelast
case.
83%ofradiologistsdidnotseethegorilla.
Eye-trackingshowedthatthemajorityof
thethosewhomissedthegorillalooked
directlyatit
Drew, Vo & Wolfe  
Psychol Sci. Sep 2013; 24(9): 1848–1853

Copyright © 2016 Cognitive Edge. All Rights Reserved. US Pat. 8,031,201
COMPLEX ADAPTIVE SYSTEMS
DEALING WITH INHERENT UNCERTAINTY

Copyright © 2016 Cognitive Edge. All Rights Reserved. US Pat. 8,031,201
UNARTICULATED NEEDS

“the English verb ‘to manage’ was originally
derived from the Italian maneggiare, meaning
to handle and train horses. .... the emphasis
is on learning with, abiding with, adapting to,
respecting, and working with another
complex entity: the horse and rider as co-
evolving brambles in a wider thicket of social
traditions surrounding beauty and form.
Around the early 18th century, this original
meaning merged with the French term
menage, or household, making it easier to
adapt the meaning of the combined term
manage to the metaphor of the obedient
machine, to the corridors of power, and to
the actions of controlling and directing.”
Kurtz, C.F.; Snowden, D.J. (2003). "The new dynamics of strategy:
Sense-making in a complex and complicated world"

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In the world current disruption and volatility, corporates are under intense pressure for new innovation, transformation and implementation, where most of them were adapting the traditional approach of an annual plan for project innovation, this include, ideas, budget, allocated team and KPI’s, which considered as waterfall approach for managing innovation project. Indeed, many of these innovation projects struggled to be realized if it’s successful or real ones till year end, or till the project fall and collapse by itself unfortunately, where by then, huge amount of investments been lost, time wasted and most important it’s block the opportunity for the real innovation projects to be noticed and have exposure inside the corporate, especially if the yearly (long term) ones have occupied all the budget and intention. Therefore a new mindset of managing innovation project should be adapted and implemented, new agile approach will need to take over to manage the ideas, finance, team and testing how desirable and viable each innovation project is in the market and how it’s feasible to the company.

In Agile Transformation, C comes before A by Syed Riyazuddin

Agile ME

Almost 19 years since Agile Manifesto was published, organizations are still struggling to adopt and mature Agile. There is no one-size-fits-all when it comes to Agile transformation strategy, but plenty of learning from other successful/ failed initiatives. I will discuss one of the crucial prerequisites of Agile transformation, Cultural assessment, referring to some of the popular models, such as Schneider and Laloux. But most importantly which framework would be most suitable, mapping to cultural type of a department/organization. Not limiting to Scrum, or Kanban, but considering other methods such as Lean, Design Thinking, DevOps etc, to formulate one that aligns with organization's culture. At two levels, first Adoption and then Scale (Scale -up or -out). Along the way, I will share insights from my experience, some use cases, from working across organizations of various sizes and shapes, and the factors that enabled success in their transformation journeys.

Agile Architecture (Scrum + DevOps) by Milan Chheda

Agile ME

This topic will cover about how-to build the culture of agility and collaboration using Scrum and DevOps. With the help of Atlassian tools including JIRA, Confluence, Bitbucket, Bamboo & JIRA Service Desk, one can start small to build the culture to embrace the change and incrementally improve and evolve. Scrum and DevOps unites Agile, Continuous Delivery, Automation, and much more, to help development and operations teams be more efficient, innovate faster, and deliver higher value to businesses and customers.

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Remaining Agile in a fast growing start-up by Alexander Bosma and Muhammad No...

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Alef Education is a fast growing start-up established only in 2017? and we are now delivering our blended learning platform to over 55K students in over 150 schools in the UAE and a few in the USA. Starting small, with a handful of developers, working Agile was easy peasy. Nowadays, with over 70 developers in 13 teams things got a lot more complex and retaining agility a constant challenge. In this presentation, we will cover a few of the issues that we faced and how we dealt with it. We will cover the introduction of DevOps, applying scaling techniques, dynamic re-teaming, organize around microservices and the introduction of CoP's. Don't expect a huge success story, however... we are still learning and experimenting and we certainly don't have all the answers yet (or ever will). But we know that what we have experienced is of value for many companies and we are not afraid to share our mistakes as well for the sake of learning.

Principles over Processes: Lasting Change in your Agile Transformation by Zia...

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Guiding an organisation through an Agile transformation is difficult, enabling it to change, almost impossible. Many Agile coaches rely on a variety of scaling frameworks that focus on specific processes and practices across the Agile transformation. Such an approach can only affect the climate of the organisation but rarely the deeper aspects of the culture or organisational personality to enable lasting change. We need more of a principles-based approach that enables the organisations to take ownership and make changes that are created for its context. In this way, we can apply Agile principles to achieve agility across the entire domain of the organisation. In this workshop, I’ll share with you the 10 principles of enterprise agility and walk you through how these principles can make a difference to your enterprise transformation and what every agile coach should be doing to help apply these principles in any setting, for any organisation to flourish.

Agile, DevOps, Cloud - practical tools of Digital Transformation by Paul Poli...

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Digital Transformation and Agile are an umbrella concepts covering many tools and processes. In this session, we will discuss some of the practical, modern IT tools that enable and implement Agile in the organizations. We will talk about digital transformation in general, cloud concept its benefits and applications, and DevOps methodology as one of the strongest tools enabling Agile. The aim of this workshop will be to demonstrate in simple non-IT, business language the mechanics of each of the above, how do they work hand in hand with Agile, why should you care and how to apply them in your organization.

Agile Roles: where does everyone fit in an agile organization

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Scaling With Agile

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On behalf of Lean and Agile Middle East (Dubai Chapter), we are excited to welcome you to a new Meetup session. THE TOPIC OF THIS SESSION HAS BEEN DECIDED BY YOU! The votes are in (https://agileindubai.com/agile-meetup-dubai/) and there is no doubt about the result - you want to hear more about SCALING WITH AGILE, so that will be the topic of this session. Let's have breakfast with us during Ramadan and have agile session after. In this session we will discus general concept of scaling and discuss some famous approaches. Following are the topics will be covered. Intro to Scaling with Agile LeSS, Spotify, DAD, Scaling with Kanban, SAFe and Nexus Closing Note and Question and Answers Speakers: Rasmus Runberg, Wajih Aslam, Swarn Singhvi, Basharat Ahmed and Zayne. We will make sure the session will be equally benefit to new as well as experts.

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Book Review: Discussion Panel by Hind Zantout, Dr. Mohamed Salama, René Vohle...

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"Building the Agile Business through Digital Transformation" is a book by Neil Perkin and Peter Abraham. During this session, Dr.Hind Zantout will present three chapters on the Agile Innovation Process, Agile Strategy and Planning and Agile Structures and Resourcing. This will be followed by a discussion in which panelists from both academia and industry will consider the ideas and proposals put forward by the authors and evaluate those from different perspectives.

Workshop: User Stories: Building Blocks of Products by Mirza Asfaar Baig and ...

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"User stories" are building blocks of the products. It brings concepts to tangible form. The quality and completeness of the features are critical for the customers, on the other hand, realistic sizing, estimations and completeness of a user story is critical for the teams to make their customers happy. Mike Cohn has said it beautifully "User stories are a promise to have a conversation about the requirements" that indicates user stories are not requirements. In this workshop, we will refresh the concept why user stories are "a promise of having conversation" and not requirements in themselves. Then we will dive into some of techniques used to break down user stories for realistic sizing, estimations and completeness taking a real product example.

Good things come to those who innovate by Marita Mitschein

Agile ME

We all have witnessed companies that seem to effortlessly turn innovation into value. What do these companies have in common? They innovate! But how? Innovation comes with high complexity, cost and inherent risk. Embracing innovation demands that products, services and processes are reimagined. So how do you mitigate the risk of boldly going where no man has gone before? How do you structure innovation projects and apply proven methodologies and practices to unchartered territory? How do you establish an innovation culture? There is not one holy grail of innovation, the right and unique blend of various techniques will drastically improve the chance of success of one’s innovation journey. We will look into examples of companies that disappeared due to the lack of innovation and into companies that demonstrated how their biggest setbacks have become realized opportunities.

Create business Agility plans for exponential companies by Erich R. Bühler

Agile ME

We are in times of unprecedented change. The exponential disruption is affecting all facets of the way organizations operate, including the technology they use, how employees relate with each other and how companies interact among them. Are we ready for exponential change? How can we create change plans that impact the whole organization? In recent years, brain-analysis technologies such as electroencephalography (EEG), magnetoencephalography (MEG), and functional magnetic resonance imaging (fMRI) have allowed us to track how the energy of a thought flows through the brain, in the same way, that we trace blood flowing through our circulatory system. We have concluded that our brains are not well prepared for large-scale change in companies or exponential disruptions. Different techniques are needed in order to increase knowledge, accelerate adoption and deal with exponential change. This session shows how to use powerful change plans and strategies to deal with these situations.

Getting to Yes - Delivering Powerful and Effective Review Meetings by Tiago P...

Agile ME

You can view slides directly in prezi at https://prezi.com/view/L6QbLlMEl5Uctfqr1P6W/ The review meeting is a critical ceremony for the team and for the initiative that is underway. Do it right and you'll get all the valuable feedback you need. Do it wrong and you'll get angry and frustrated business stakeholders and no objective feedback that helps you determine where to move next. Too many review meetings fail almost before they start. This is because the stakeholders expectations are not properly managed. The lack of focus on the critical goal - validate items against objective acceptance criteria - brings a sort of a chaos inside the demo, with the users not knowing exactly what to validate. A lot of times, the team doesn't do a proper wrap-up, letting backlog remain in an "almost done" status, just because someone didn't ask directly to the business stakeholders and Product Owner to accept the Work item. Within this presentation I'll share an effective way to structure your review meeting, while providing some tools that will help the team stay on the right track.

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2. Material in this presentation is either Copyright © 2016 Bangor University or Cognitive Edge Pte Ltd.. All Rights Reserved. Protected in part by copyright, patent and trademark and other law THE CYNEFIN CENTRE: NAVIGATING COMPLEXITY IN SOCIAL SYSTEMS ISSUES WITH CASE BASED EVIDENCE

3. 24radiologistswereaskedtoperforma familiarlungnoduledetectiontask. Apictureofagorilla,48timeslargerthan theaveragenodule,wasinsertedinthelast case. 83%ofradiologistsdidnotseethegorilla. Eye-trackingshowedthatthemajorityof thethosewhomissedthegorillalooked directlyatit Drew, Vo & Wolfe   Psychol Sci. Sep 2013; 24(9): 1848–1853

4. Material in this presentation is either Copyright © 2016 Bangor University or Cognitive Edge Pte Ltd.. All Rights Reserved. Protected in part by copyright, patent and trademark and other law THE CYNEFIN CENTRE: NAVIGATING COMPLEXITY IN SOCIAL SYSTEMS DIVERSITY OF PERSPECTIVE, WORKING WITH CHAOS

6. Material in this presentation is either Copyright © 2016 Bangor University or Cognitive Edge Pte Ltd.. All Rights Reserved. Protected in part by copyright, patent and trademark and other law …IT’S COMPLEX IF THE EVIDENCE SUPPORTS CONFLICTING HYPOTHESES AND CONTRADICTION CAN NOT BE RESOLVED WITHIN THE AVAILABLE TIME THEN …

7. Material in this presentation is either Copyright © 2016 Bangor University or Cognitive Edge Pte Ltd.. All Rights Reserved. Protected in part by copyright, patent and trademark and other law THE CYNEFIN CENTRE: NAVIGATING COMPLEXITY IN SOCIAL SYSTEMS CYNEFIN A SENSE-MAKING FRAMEWORK … Complicated Governing constraints sense-analyse-respond Good Practice Obvious Rigid constraints sense-categorise-respond Best Practice Chaotic Absence of constraints act-sense-respond Novel Practice Complex Enabling constraints probe-sense-respond Emergent Practice Cynefin allows us to understand how to act in different contexts no domain is better than any other

8. Material in this presentation is either Copyright © 2016 Bangor University or Cognitive Edge Pte Ltd.. All Rights Reserved. Protected in part by copyright, patent and trademark and other law UNINTENDED CONSEQUENCES THE ONLY INEVITABILITY

9. Material in this presentation is either Copyright © 2016 Bangor University or Cognitive Edge Pte Ltd.. All Rights Reserved. Protected in part by copyright, patent and trademark and other law THE CYNEFIN CENTRE: NAVIGATING COMPLEXITY IN SOCIAL SYSTEMS PROBING TO UNDERSTAND ▸ All experiments must be: ▸ Safe to fail ▸ coherent ▸ take place in parallel over the same time period ▸ Within the portfolio: ▸ there must be contradiction ▸ at least one must be naive ▸ optional one or more can be oblique

10. Material in this presentation is either Copyright © 2016 Bangor University or Cognitive Edge Pte Ltd.. All Rights Reserved. Protected in part by copyright, patent and trademark and other law THE CYNEFIN CENTRE: NAVIGATING COMPLEXITY IN SOCIAL SYSTEMS CYNEFIN A SENSE-MAKING FRAMEWORK Complicated Obvious Chaotic Complex It's not just about the domains it's also dyamics Managing continuous flow requires radically different architecture

12. Material in this presentation is either Copyright © 2016 Bangor University or Cognitive Edge Pte Ltd.. All Rights Reserved. Protected in part by copyright, patent and trademark and other law THE CYNEFIN CENTRE: NAVIGATING COMPLEXITY IN SOCIAL SYSTEMS MAPPING DISPOSITIONS AND NUDGE THEORY 0 20 40 60 80 100 020406080100 Doing it Right Anintensedrivetoachieve 0 20 40 60 80 100 020406080100 Doing it Right Welldefinedprocessesandprocedures

13. Material in this presentation is either Copyright © 2016 Bangor University or Cognitive Edge Pte Ltd.. All Rights Reserved. Protected in part by copyright, patent and trademark and other law THE CYNEFIN CENTRE: NAVIGATING COMPLEXITY IN SOCIAL SYSTEMS … AND ‘FRACTAL’ MANAGEMENT 20 40 60 80 100 020406080 Doing it Right Anintensedrivetoachieve 0.0 0.2 0.4 0.6 0.8 1.0 20406080100 Over the top stressful Pressurefrommanagement 0.0 0.2 0.4 0.6 0.8 1.0 020406080100 Over the top stressful Pressurefrommanagement 0.0 0.2 0.4 0.6 0.8 1.0 020406080100 Over the top stressful Pressurefromself 0 20 40 60 80 100 020406080100 Self Imposed Anintensedrivetoachieve 0.0 0.2 0.4 0.6 0.8 1.0 0.00.20.40.60.81.0 Freedom too far Deadlinestoofar

14. “the English verb ‘to manage’ was originally derived from the Italian maneggiare, meaning to handle and train horses. .... the emphasis is on learning with, abiding with, adapting to, respecting, and working with another complex entity: the horse and rider as co- evolving brambles in a wider thicket of social traditions surrounding beauty and form. Around the early 18th century, this original meaning merged with the French term menage, or household, making it easier to adapt the meaning of the combined term manage to the metaphor of the obedient machine, to the corridors of power, and to the actions of controlling and directing.” Kurtz, C.F.; Snowden, D.J. (2003). "The new dynamics of strategy: Sense-making in a complex and complicated world"

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