Creating an Agile Enterprise
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The document discusses creating an agile enterprise through applying systems thinking concepts to business process development. It proposes a three-component model consisting of enterprise assets, business process types (templates), and business process instances (situations being handled). Sensors are needed to detect situations and trigger the appropriate process instances. Processes must be flexible yet have effective rules. The document advocates cross-manning processes and using agile development tools to iteratively improve processes and supporting systems.
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Using the Process-Assets Framework for Creating a Holistic View over Process ...
Presented by Magnus Josefsson. When an organization has not adopted a uniform and standardized way of pro-ducing and storing process documentation, keeping track of and maintaining pro-cess documents can be a real challenge. In this paper we suggest a framework for organizing process documentation which is created in different notations, for dif-ferent purposes, and stored in different formats. We show how this framework has been applied in a real case in an organization where such problems are pre-sent. We discuss advantages and disadvantages of the framework and suggest further development and testing of the framework to improve its usability.
When an organization has not adopted a uniform and standardized way of pro-ducing and storing process documentation, keeping track of and maintaining pro-cess documents can be a real challenge. In this paper we suggest a framework for organizing process documentation which is created in different notations, for dif-ferent purposes, and stored in different formats. We show how this framework has been applied in a real case in an organization where such problems are pre-sent. We discuss advantages and disadvantages of the framework and suggest further development and testing of the framework to improve its usability.
Using a Fractal Enterprise Model for Business Model Innovation
In their previous work, the authors have developed a new kind of enterprise model, called fractal enterprise model, that connects enterprise processes via as-sets used for running these processes. One of the possible usages of this model is facilitating innovation, more exactly, changing or extending a business model used in the enterprise. This research-in-progress paper presents the idea of how such facilitation could be arranged, and lists the problems that need to be solved in order to convert the idea into a practical methodology. The discussion is based on a hypothetical example.
Is People-Structure-Tasks-Technology Matrix Outdated?
Presentation at STPIS'17 http://stpis2017.blogs.dsv.su.se/
Proceedings at http://ceur-ws.org/Vol-1854/
Text at ResearchGate http://bit.ly/2rjlHh4
Abstract: The paper investigates whether the classical socio-technical matrix that differenti-ate 4 quadrants of social-technical system: people, structure, tasks and technology can still be useful for practical purposes. The paper gives a positive answer on the question, provided that the level of abstraction in defining these four quadrants is increased to deal with culture, type of structure, methods (techniques) and type of technology, as well as the idea of joint optimization is substituted with the idea of alignment. The paper presents some examples where the concept of the augment matrix has been used.
Stray lamb - misalignment in a socio-technical structure of an enterprise whe...
Presentation at: 2nd International Workshop on Socio-Technical Perspective in IS Development (STPIS'16) , Ljubljana, June 14, 2016. Link to the text: http://bit.ly/29baqtz
Products from traditional engineering companies, such as cars and refrigerators, are evolving to become intelligent via combining hardware, software, sensors, and connectivity/networks. In such products, the importance of software increases exponential. Therefore, new software development units are emerging. This may cause misalignment between the traditional parts of the engineering companies and the new emerging software development units. The misalignment concerns both the technical part of the socio-technical structure of the companies, i.e. a conflict between different project management methodologies in the units, and the social part, i.e. the power roles of different unis and coordination between them. Viable System Model (VSM) has been applied to study the nature of misalignment in one such company, a large car manufacturer. This paper reports on the experience obtained during this study. With the help of VSM, misalignment was identified and diagnosed as a “stray lamb” – a pathological archetype related to a new and important unit of the company not being properly incorporated into the rest of the system.
YASQLT – Yet Another SQL Tutor. A Pragmatic Approach
The paper describes an ongoing project of creating an automated assessment tool to help novice students learning SQL in a frame of an introductory database course. In difference to other tools of this kind, the project has chosen a pragmatic approach of focusing on catching common semantic errors, leaving syntax control to professional DBMS. Using agile system development, the project successfully completed two iterations, both of which were tested in practice with satisfactory results. The students appreciated the tool and would like to have similar tools for other subjects, including Relational Algebra, and Conceptual Modeling. The latter is planned for implementation in the near future. The tool is considered to be appropriate for Learning by Failure in the situation of large size classes and short courses.
For text refer to http://link.springer.com/chapter/10.1007/978-3-319-47717-6_17
You can also find it on ResearchGate
Becoming Agile in a Non-Disruptive Way: Is it Possible?
Pre-proceedings http://bit.ly/1seNuia
Due to the increasing popularity of Agile Software Development (ASD), more software development teams are planning to transit to ASD. As ASD substantially differs from the traditional Software Development (TSD), there are a number of issues and challenges that needs to be overcome when transiting to ASD. One of the most difficult challenges here is acquiring an agile “mindset”. The question arises whether it is possible to acquire this mindset with the minimum disruption of an already established TSD process. The paper tries to answer this question by developing a non-disruptive method of transition to ASD, while using a knowledge transformation perspective to identify the main features of ASD mindset and how it differs from the one of TSD. To map the current mindset and plan the movement to the mindset that is more agile, the paper suggests using a process modelling technique that considers the development process as a socio-technical system with components that correspond to the phases of the development process. The method suggested in the paper has been designed in connection to a business case of a development team interested to transit to agility in a non-disruptive manner.
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ICEIS tutorial 2019: BUSINESS PROCESS CANVAS AND ITS USAGE IN IS TEACHING AND...
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Linking Autopoiesis to Homeostasis in Socio-Technical Systems
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Business Process Canvas and its Usage in IS Teaching and Learning
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Using the Structure of Tacit Knowing for Acquiring a Holistic View on IS Field
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Business Process Canvas as a Process Model in a Nutshell http://bit.ly/2NseOFu
Business Process Canvas as a Process Model in a Nutshell http://bit.ly/2NseOFu
Using Structural Coupling Approach for Defining and Maintaining Identity of a...
Using Structural Coupling Approach for Defining and Maintaining Identity of a...
Using the Process-Assets Framework for Creating a Holistic View over Process ...
Using the Process-Assets Framework for Creating a Holistic View over Process ...
Using a Fractal Enterprise Model for Business Model Innovation
Using a Fractal Enterprise Model for Business Model Innovation
Is People-Structure-Tasks-Technology Matrix Outdated?
Is People-Structure-Tasks-Technology Matrix Outdated?
Stray lamb - misalignment in a socio-technical structure of an enterprise whe...
Stray lamb - misalignment in a socio-technical structure of an enterprise whe...
YASQLT – Yet Another SQL Tutor. A Pragmatic Approach
YASQLT – Yet Another SQL Tutor. A Pragmatic Approach
Becoming Agile in a Non-Disruptive Way: Is it Possible?
Becoming Agile in a Non-Disruptive Way: Is it Possible?
Creating an Agile Enterprise
- 1. Creating an agile enterprise Ilia Bider - IbisSoft/DSV SU, Gene Bellinger -SystemsWiki.org Erik Perjons – DSV SU, LinkedIn Group Systems Thinking World (SWT) Applying a systems approach to developing a strategy for agility Presentation at PoEM 2011 conference: http://bit.ly/pfy1FH Proceedings (extract): http://bit.ly/ryYMNG Pre-proceedings (full): http://bit.ly/wZBOwA
- 7. Enterprise as a complex multilevel adaptable system
- 8. Compound sensors & process instances
- 9. Implication for practice Effective and sensitive sensors Effective but flexible processes Effective means for change Sub-goals: Agile enterprise Goal : Process overhaul Means: Cross-manning Agile process development
- 10. Process overhaul = process signature Process Property Description Process name Put a name under which the process is known Process type Operational Improvement Strategic Objective with having the process List objectives of having a process Start conditions Describe the situation which requires firing the process Sensor Describe how the start situation is discovered Goal Describe the goal the BPI should achieved Sub-goals Describe sub-goals to be achieved before the goal can be achieved Level of explicitness of BPT Evaluate the explicitness based on the 10 points scale, where 0 means everything is in the heads of process participants (oral tradition), 10 – process rules are fully documented and are strictly followed, or/and they are built in a process support system Level of prescriptiveness of BPT Evaluate the prescriptiveness based on the 10 points scale, where 0 means that there are no mandatory rules on how to reach the instance goal/sub-goals, i.e. , participants are free to do their best, 10 – all operations on how to reach the instance goal/sub-goals and the order in which they should be completed are fully described
- 11. Creating better sensors & processes: cross-manning Traditional manning of business processes Cross-manned of business processes
- 14. Tools support for agile process development Example – iPB where a process map is used for structuring the shared space
- 15. Thank you for your attention ! Main Contact Ilia Bider , SU/ IbisSoft Email: ilia@ibissoft.se