Is it possible to stay innovative and economically manage many hundreds or even thousands of products or product variants?
Organisations interested in benefiting from a product line and product platform approach must adopt values and organisational principles that encourage the development of deep domain expertise. This includes a deep understanding of the forces that continuously change the environment of the product line. These forces can then be harnessed as part of the architectural foundation for the product line.
The pervasive digitisation of services and the desire to create and operate platforms that can support large digital service ecosystems that include many organisations, have put the spotlight on design principles for product lines, product platforms, and related organisational structures.
These slides relate to a talk at ProductTank Auckland (https://www.meetup.com/ProductTank-Auckland/events/252496542/). The video recording is available at https://twitter.com/pmauckland/status/1021272934416109568.
Project To Product: How we transitioned to product-aligned value streamsTasktop
The project to product movement is quickly gathering speed - a recent Gartner report found that 85% of respondents are shifting to a product-centric mentality. However, the complexity and uncertainty of software delivery at scale, coupled with the sheer number of people involved in the process, is too much for traditional project management techniques. Motivation is not enough to achieve a successful transformation—the product-centric model requires new skill sets, different investments and a change in culture.
What does the shift away from project-thinking really look like?
During this webinar, Tasktop VP of Product Development, Nicole Bryan, combines our own journey with the experience of working with our enterprise customers, to paint a clear picture of the cross-organizational challenges in store - and how you can address them by:
- Adopting a “customer-first” mindset
- Appointing a Product Value Stream Lead and a Product Manager
- Implementing the Flow Framework™ to align the language of IT with the language of the business
Making Work Product-Centric: A Journey at Nationwide Insurance | Tasktop Conn...Tasktop
Over the last 18 months, Enterprise Digital at Nationwide Insurance experimented with an end to end agile approach to better integrate IT delivery and business activities in the commercial and mobile spaces. Customers are demanding products quicker, and we as a company must find ways to compress the timeline required to deliver the features customers seek to remain competitive. At the end of the second phase of this transition, which comprised just one team, we found a 64% decrease in lead time from discovery to analysis and a 20% decrease in lead time from analysis to implementation. This end to end model stressed co-location of business and IT and working together as one cross-functional team to continuously plan, integrate, and deliver value to our customers. We made the value stream work visible from idea to implementation and organized it in product-centric value streams with the goal of standardizing customer experiences regardless of whether the customer is interacting with our company via web or mobile. This standardization allowed for maximum reusability of requirements, code, and automation, and decreased variances with and the frequency of estimating. In the end to end model, poly-skilling was stressed across both roles and technologies so that all team members had the flexibility to pick up and work on any card at any point in the flow. This, coupled with the team’s use of the tools necessary to implement dev ops capabilities, allowed us to be more responsive to the customer.
Kristen Biddulph
Scrum Master, CSM, CSPO, CAL1 - Nationwide Insurance
Kristen has led software delivery teams over the last 4 years across Nationwide’s Digital assets for Sales, Identity Management, Servicing, and Mobile. Her current focus is on providing solutions to aid high performance teams in their product-centric journeys.
Tasktop Connect 2018
connect.tasktop.com
www.tasktop.com
How IT services companies who want to build non linear growth models need to make the necessary shifts internally to be able to innovate in product creation
Portfolio Management in an Agile World - Rick AustinLeadingAgile
When organizations move to agile for software delivery, there is often tension with traditional portfolio management. Rick Austin illustrates how an organization can move from traditional portfolio management approaches to one that embraces agile software delivery. Doing so enables organizations to become predictable, improve the flow of value delivered, and pivot more quickly if necessary.
Scaled Agile Framework® PI Plannings in a distributed environment are challenging. Get ideas to be more effective with the right measures and tools for distributed collaboration.
Design Thinking & Agile Innovation Workshop combining elements from Design Thinking, Customer Development, Christensen's Jobs to be Done, Osterwalder's Value Proposition Canvas, Javelin Experiment Board, Lean Startup and Paper Prototyping.
MHA2018 - Agile Transformation Explained - Mike CottmeyerAgileDenver
"Leading a large-scale agile transformation isn't about adopting a new set of attitudes, processes, and behaviors at the team level; it's about helping your company deliver faster to market, and developing the ability to respond to a rapidly changing competitive landscape. First and foremost, it's about achieving business agility. Business agility comes from people having clarity of purpose, a willingness to be held accountable, and the ability to achieve measurable outcomes. Unfortunately, almost everything in modern organizations gets in the way of teams acting with any sort of autonomy. In most companies, achieving business agility requires significant organizational change.
Agile transformation necessitates a fundamental rethinking of how your company organizes for delivery, how it delivers value to its customers, and how it plans and measures outcomes. Agile transformation is about building enabling structures, aligning the flow of work, and measuring for outcomes-based progress. It's about breaking dependencies. The reality is that this kind of change can only be led from the top. This talk will explore how executives can define an idealized end-state for the transformation, build a fiscally responsible iterative and incremental plan to realize that end-state, as well as techniques for tracking progress and managing change."
Project To Product: How we transitioned to product-aligned value streamsTasktop
The project to product movement is quickly gathering speed - a recent Gartner report found that 85% of respondents are shifting to a product-centric mentality. However, the complexity and uncertainty of software delivery at scale, coupled with the sheer number of people involved in the process, is too much for traditional project management techniques. Motivation is not enough to achieve a successful transformation—the product-centric model requires new skill sets, different investments and a change in culture.
What does the shift away from project-thinking really look like?
During this webinar, Tasktop VP of Product Development, Nicole Bryan, combines our own journey with the experience of working with our enterprise customers, to paint a clear picture of the cross-organizational challenges in store - and how you can address them by:
- Adopting a “customer-first” mindset
- Appointing a Product Value Stream Lead and a Product Manager
- Implementing the Flow Framework™ to align the language of IT with the language of the business
Making Work Product-Centric: A Journey at Nationwide Insurance | Tasktop Conn...Tasktop
Over the last 18 months, Enterprise Digital at Nationwide Insurance experimented with an end to end agile approach to better integrate IT delivery and business activities in the commercial and mobile spaces. Customers are demanding products quicker, and we as a company must find ways to compress the timeline required to deliver the features customers seek to remain competitive. At the end of the second phase of this transition, which comprised just one team, we found a 64% decrease in lead time from discovery to analysis and a 20% decrease in lead time from analysis to implementation. This end to end model stressed co-location of business and IT and working together as one cross-functional team to continuously plan, integrate, and deliver value to our customers. We made the value stream work visible from idea to implementation and organized it in product-centric value streams with the goal of standardizing customer experiences regardless of whether the customer is interacting with our company via web or mobile. This standardization allowed for maximum reusability of requirements, code, and automation, and decreased variances with and the frequency of estimating. In the end to end model, poly-skilling was stressed across both roles and technologies so that all team members had the flexibility to pick up and work on any card at any point in the flow. This, coupled with the team’s use of the tools necessary to implement dev ops capabilities, allowed us to be more responsive to the customer.
Kristen Biddulph
Scrum Master, CSM, CSPO, CAL1 - Nationwide Insurance
Kristen has led software delivery teams over the last 4 years across Nationwide’s Digital assets for Sales, Identity Management, Servicing, and Mobile. Her current focus is on providing solutions to aid high performance teams in their product-centric journeys.
Tasktop Connect 2018
connect.tasktop.com
www.tasktop.com
How IT services companies who want to build non linear growth models need to make the necessary shifts internally to be able to innovate in product creation
Portfolio Management in an Agile World - Rick AustinLeadingAgile
When organizations move to agile for software delivery, there is often tension with traditional portfolio management. Rick Austin illustrates how an organization can move from traditional portfolio management approaches to one that embraces agile software delivery. Doing so enables organizations to become predictable, improve the flow of value delivered, and pivot more quickly if necessary.
Scaled Agile Framework® PI Plannings in a distributed environment are challenging. Get ideas to be more effective with the right measures and tools for distributed collaboration.
Design Thinking & Agile Innovation Workshop combining elements from Design Thinking, Customer Development, Christensen's Jobs to be Done, Osterwalder's Value Proposition Canvas, Javelin Experiment Board, Lean Startup and Paper Prototyping.
MHA2018 - Agile Transformation Explained - Mike CottmeyerAgileDenver
"Leading a large-scale agile transformation isn't about adopting a new set of attitudes, processes, and behaviors at the team level; it's about helping your company deliver faster to market, and developing the ability to respond to a rapidly changing competitive landscape. First and foremost, it's about achieving business agility. Business agility comes from people having clarity of purpose, a willingness to be held accountable, and the ability to achieve measurable outcomes. Unfortunately, almost everything in modern organizations gets in the way of teams acting with any sort of autonomy. In most companies, achieving business agility requires significant organizational change.
Agile transformation necessitates a fundamental rethinking of how your company organizes for delivery, how it delivers value to its customers, and how it plans and measures outcomes. Agile transformation is about building enabling structures, aligning the flow of work, and measuring for outcomes-based progress. It's about breaking dependencies. The reality is that this kind of change can only be led from the top. This talk will explore how executives can define an idealized end-state for the transformation, build a fiscally responsible iterative and incremental plan to realize that end-state, as well as techniques for tracking progress and managing change."
Presenter:
Dr. Gail Ferreira, Agile Practice Leader, MATRIX Resources, San Francisco Center of Excellence
Rapid scale directly impacts all levels of decision-making, planning, execution, culture, and communications for executives in hypergrowth companies. In this session, we will discuss how to organize, support, and tailor agile practices for teams and sub-teams in companies with a rapid growth cycle. We will share contemporary case studies of hypergrowth companies who have delivered agile at scale.
Topics will include:
• Basic agile and lean methods
• Scrum of Scrums
• SAFe
• Disciplined Agile Delivery (DAD)
• Agility at Scale (Ambler/Lines)
• Spotify model (Tribes, Squads, Chapters & Guilds, DSDM).
Preparing and running a fully remote PI Planning session is complex and different than an in-person event. This slide deck was used during an Applied Frameworks' webinar with John Mulligan and Kevin Rosengren, both principal consultants, who talked about how best to prepare for remote PI Planning from the perspective of an RTE and ScrumMaster.
Many organisations that we encounter in New Zealand are keen on what Agile promises. Why then are they not realising the promises sought at the scale necessary to make a substantial difference for an overall customer offering or line of business? Why are many organisations on their 2nd, 3rd or 4th attempt at “Agile Transformation”? Why are so many Scrum Masters and Agile Coaches still frustrated by many of the same ongoing frictions experienced before the pandemic with even less ability to address them?
Many years of experiences across the Tasman and consultation with change agents around the world reveal clear answers. There is a set of relatively straightforward choices that make the difference between whether an organisation struggles for years with the problems above or finds the path of sustainable, world class agility at scale. For a commercial organisation, this means competitive advantage. For a public sector organisation, this means stakeholder trust and delightful experiences. For employees it means less friction and more engagement.
During this session we will share insights around the following questions with reference to experience reports.
Why do many scaled Agile adoptions stall out after the first 1-2 years rather than improve continuously?
Why does the most popular way to scale incur high coordination overheads and fall short of high agility?
Is there a way to eliminate dependencies and have knowledge and skills be the constraint on agility, rather than structure and process?
Why does setting up Scrum Teams for each component of a product make it unlikely that everyone is working on the right things?
Why does delegating responsibility for Agile transformation outcomes to internal Agile Coaches or external management consultants result in “change theatre”?
What are the key leadership questions that can unlock up to 95% of your organisation’s performance?
What changes are necessary for your scaled Agile adoption to be sustained beyond the tenure of the leader who introduced it?
What is an alternative scaling model and adoption approach addressing all of the above issues that New Zealand is yet to benefit from?
See more clearly what’s limiting the effectiveness and longevity of your scaled Agile adoption. Discover options never experienced before in New Zealand.
What is a Citizen Developer? How Can You Harness the Power of Citizen Develop...Maruti Techlabs
Who are citizen developers? Do you even need citizen developers? What skills do they have? Moreover, should you be hiring citizen developers? Let’s jump right in for the answers!
It’s no surprise that every business today needs software or an app to handle various business functions. Every industry is currently reliant on multiple software, and hence on software developers.
SeedScientific reports that software developers’ employment is expected to grow at a whopping 22% in the coming decade. One of the most common open positions on a job searching site is that of a software developer. The demand for software developers is so high that the supply is falling short.
A citizen #developer is a person without formal training in #software development who develops software using low-code or no-code platforms.
Citizen developers have come to the rescue of organizations to fill the gap between software developers’ demand and supply. Citizen developers help organizations create apps and software at a faster rate.
According to @Gartner, “By 2024 75% of large enterprises will be using at least four low code development tools for both IT application development & citizen #development initiatives.”
Link to the complete article in the comments below ⬇️
#softwaredevelopment #IT #programming #coding
Creation and refinement of the product backlog can be achived in different ways.
Roman Pichler, in is post originally written in Jul, 16 2012 - http://www.romanpichler.com/blog/agile-product-innovation/the-product-canvas , has proposed a really interesting approach: use canvas to create and share product vision and product backlog creation and refinement.
I used this approach for a while with cool results.
These slides are a step-by-step introduction of the tool.
Please send me feedbacks to correct and improve it!
You can use these slides under Creative Commons Attribution-ShareAlike 3.0 Unported License.
Stakeholder Management for Product Managers - ProductTank ParisJean-Yves SIMON
How to manage your Stakeholders, mainly internally when you're a Product Manager working in a medium to large organization. Tips on how to be efficient and recognized within your organization.
A talk I gave at Google on Strategy and Product Discovery
We discussed:
Discovering Features and Products (Product Strategy)
Discovering Products and Product Lines (Product Line / Company Strategy)
Marty Cagan: Using High Fidelity Prototypes for Product Discovery
As we head into a new year, one thing is for sure, the world of technology and IT will continue to evolve and be disrupted at a frightening pace. The role of the modern IT organisation will thus need to adapt and be agile in order to keep pace with this changing landscape and to continue to be valuable to the organisations that they service. As IT estates become more complex, internal IT functions will need to become more mature and efficient in the way they operate in order to be perceived as a valued asset to the business. The release of IT4IT at the end of last year provides an interesting and potentially highly valuable reference architecture for IT organisations to use to help achieve this level of maturity and efficiency.
The IT4IT standard has really started to pick up momentum as we start 2016 and it is great to see the increase in the membership of the IT4IT forum as well as the general interest that is being seen in the industry for this new standard. I recently co-presented a webinar in collaboration with the Open Group where we looked at the potential real-world application and benefits that IT4IT can offer. Mandate and mindset will be critical to the successful use of IT4IT but I am confident that this approach has the potential to be very beneficial for many organisations as the role of the IT function continues to be redefined.
Value Stream Architecture: What it is and how it can helpTasktop
Modern enterprises increasingly rely on software to keep the lights on and lay the foundations for long-term sustainable growth. Among many things, IT leaders are tasked with accelerating the time to value of their software delivery value streams.
But when asked, “Do you know what is slowing your software delivery teams down?”, why do IT leaders typically not know the answer?
Methodologies such as Agile and DevOps have been adopted to accelerate the time between build to deploy, yet the benefits are often only felt at a localized level (more sprints completed, higher number of deployments etc.) without a tangible link to business outcomes. Enter Value Stream Architecture.
During this webinar, Senior Value Stream Architect, Dan Feminella, presents:
- The business case for Value Stream Architecture
- Why your organization needs it in order to scale Agile and DevOps
- How to architect for end-to-end flow of business value from customer request to delivery and back through the customer feedback loop
It is a fallacy that the roles are Product Manager vs. Product Owner. Both can, and do, co-exist in an organization. This presentation explains the role of software product manager and agile product owner. Useful for people not familiar with these terms.
The Product Visioning Workshop: A Proven Method for Product Planning and Prio...Perfetti Media
Is your team looking for new product concepts to capture a new market? Do you need to establish a long-term product strategy? Are you working to set a direction to drive roadmap decisions?
In this presentation, we will share a proven approach for creating a long-term product vision that your team can understand and rally behind. We will share all of the techniques you'll need to successfully run a Product Visioning Workshop with your product team and business stakeholders.
You will learn how to create a long-term vision for your product, establish consensus and buy-in across your organization, and prioritize features for the product roadmap. Your product managers will come away equipped to create roadmaps that align with your long-term product strategy.
Webinar - Design Thinking for Platform EngineeringOpenCredo
Design Thinking is revolutionising the delivery of next-level digital services with best-of-breed product design and user interface principles ensuring close alignment with users and making services a joy to use.
While much of this success has been in the delivery of customer-facing services, there is untapped potential when it comes to delivering frictionless experiences for the internal users of your infrastructure services – promising business value through increased productivity and reduced frustration in your development and operations teams.
Check out the slides from our webinar on approaching platform engineering with a design thinking mindset.
Business is always in a constant state of flux- more so these days, with disruption happening all around. How do you move from your AS IS state to TO BE architecture in your enterprise transformational journey? What mix and match of people, processes and technology will you blend together, and in what proportion, to drive enterprise value to deliver transformational results? TOGAF has a suite of tools that can help architects to chalk out the architectural roadmap for enterprise success. This talk will also focus on how agility is an underlying thread in this framework, and how value is delivered incrementally, making the process robust and
bankable.
Key Takeaways
Exposes the audience to the features of TOGAF which help plug business technology gaps.
How TOGAF has agility at its core to drive transformational results.
Why it is a good skill and knowledge for a seasoned IT professional to have in their kitty.
Presenter:
Dr. Gail Ferreira, Agile Practice Leader, MATRIX Resources, San Francisco Center of Excellence
Rapid scale directly impacts all levels of decision-making, planning, execution, culture, and communications for executives in hypergrowth companies. In this session, we will discuss how to organize, support, and tailor agile practices for teams and sub-teams in companies with a rapid growth cycle. We will share contemporary case studies of hypergrowth companies who have delivered agile at scale.
Topics will include:
• Basic agile and lean methods
• Scrum of Scrums
• SAFe
• Disciplined Agile Delivery (DAD)
• Agility at Scale (Ambler/Lines)
• Spotify model (Tribes, Squads, Chapters & Guilds, DSDM).
Preparing and running a fully remote PI Planning session is complex and different than an in-person event. This slide deck was used during an Applied Frameworks' webinar with John Mulligan and Kevin Rosengren, both principal consultants, who talked about how best to prepare for remote PI Planning from the perspective of an RTE and ScrumMaster.
Many organisations that we encounter in New Zealand are keen on what Agile promises. Why then are they not realising the promises sought at the scale necessary to make a substantial difference for an overall customer offering or line of business? Why are many organisations on their 2nd, 3rd or 4th attempt at “Agile Transformation”? Why are so many Scrum Masters and Agile Coaches still frustrated by many of the same ongoing frictions experienced before the pandemic with even less ability to address them?
Many years of experiences across the Tasman and consultation with change agents around the world reveal clear answers. There is a set of relatively straightforward choices that make the difference between whether an organisation struggles for years with the problems above or finds the path of sustainable, world class agility at scale. For a commercial organisation, this means competitive advantage. For a public sector organisation, this means stakeholder trust and delightful experiences. For employees it means less friction and more engagement.
During this session we will share insights around the following questions with reference to experience reports.
Why do many scaled Agile adoptions stall out after the first 1-2 years rather than improve continuously?
Why does the most popular way to scale incur high coordination overheads and fall short of high agility?
Is there a way to eliminate dependencies and have knowledge and skills be the constraint on agility, rather than structure and process?
Why does setting up Scrum Teams for each component of a product make it unlikely that everyone is working on the right things?
Why does delegating responsibility for Agile transformation outcomes to internal Agile Coaches or external management consultants result in “change theatre”?
What are the key leadership questions that can unlock up to 95% of your organisation’s performance?
What changes are necessary for your scaled Agile adoption to be sustained beyond the tenure of the leader who introduced it?
What is an alternative scaling model and adoption approach addressing all of the above issues that New Zealand is yet to benefit from?
See more clearly what’s limiting the effectiveness and longevity of your scaled Agile adoption. Discover options never experienced before in New Zealand.
What is a Citizen Developer? How Can You Harness the Power of Citizen Develop...Maruti Techlabs
Who are citizen developers? Do you even need citizen developers? What skills do they have? Moreover, should you be hiring citizen developers? Let’s jump right in for the answers!
It’s no surprise that every business today needs software or an app to handle various business functions. Every industry is currently reliant on multiple software, and hence on software developers.
SeedScientific reports that software developers’ employment is expected to grow at a whopping 22% in the coming decade. One of the most common open positions on a job searching site is that of a software developer. The demand for software developers is so high that the supply is falling short.
A citizen #developer is a person without formal training in #software development who develops software using low-code or no-code platforms.
Citizen developers have come to the rescue of organizations to fill the gap between software developers’ demand and supply. Citizen developers help organizations create apps and software at a faster rate.
According to @Gartner, “By 2024 75% of large enterprises will be using at least four low code development tools for both IT application development & citizen #development initiatives.”
Link to the complete article in the comments below ⬇️
#softwaredevelopment #IT #programming #coding
Creation and refinement of the product backlog can be achived in different ways.
Roman Pichler, in is post originally written in Jul, 16 2012 - http://www.romanpichler.com/blog/agile-product-innovation/the-product-canvas , has proposed a really interesting approach: use canvas to create and share product vision and product backlog creation and refinement.
I used this approach for a while with cool results.
These slides are a step-by-step introduction of the tool.
Please send me feedbacks to correct and improve it!
You can use these slides under Creative Commons Attribution-ShareAlike 3.0 Unported License.
Stakeholder Management for Product Managers - ProductTank ParisJean-Yves SIMON
How to manage your Stakeholders, mainly internally when you're a Product Manager working in a medium to large organization. Tips on how to be efficient and recognized within your organization.
A talk I gave at Google on Strategy and Product Discovery
We discussed:
Discovering Features and Products (Product Strategy)
Discovering Products and Product Lines (Product Line / Company Strategy)
Marty Cagan: Using High Fidelity Prototypes for Product Discovery
As we head into a new year, one thing is for sure, the world of technology and IT will continue to evolve and be disrupted at a frightening pace. The role of the modern IT organisation will thus need to adapt and be agile in order to keep pace with this changing landscape and to continue to be valuable to the organisations that they service. As IT estates become more complex, internal IT functions will need to become more mature and efficient in the way they operate in order to be perceived as a valued asset to the business. The release of IT4IT at the end of last year provides an interesting and potentially highly valuable reference architecture for IT organisations to use to help achieve this level of maturity and efficiency.
The IT4IT standard has really started to pick up momentum as we start 2016 and it is great to see the increase in the membership of the IT4IT forum as well as the general interest that is being seen in the industry for this new standard. I recently co-presented a webinar in collaboration with the Open Group where we looked at the potential real-world application and benefits that IT4IT can offer. Mandate and mindset will be critical to the successful use of IT4IT but I am confident that this approach has the potential to be very beneficial for many organisations as the role of the IT function continues to be redefined.
Value Stream Architecture: What it is and how it can helpTasktop
Modern enterprises increasingly rely on software to keep the lights on and lay the foundations for long-term sustainable growth. Among many things, IT leaders are tasked with accelerating the time to value of their software delivery value streams.
But when asked, “Do you know what is slowing your software delivery teams down?”, why do IT leaders typically not know the answer?
Methodologies such as Agile and DevOps have been adopted to accelerate the time between build to deploy, yet the benefits are often only felt at a localized level (more sprints completed, higher number of deployments etc.) without a tangible link to business outcomes. Enter Value Stream Architecture.
During this webinar, Senior Value Stream Architect, Dan Feminella, presents:
- The business case for Value Stream Architecture
- Why your organization needs it in order to scale Agile and DevOps
- How to architect for end-to-end flow of business value from customer request to delivery and back through the customer feedback loop
It is a fallacy that the roles are Product Manager vs. Product Owner. Both can, and do, co-exist in an organization. This presentation explains the role of software product manager and agile product owner. Useful for people not familiar with these terms.
The Product Visioning Workshop: A Proven Method for Product Planning and Prio...Perfetti Media
Is your team looking for new product concepts to capture a new market? Do you need to establish a long-term product strategy? Are you working to set a direction to drive roadmap decisions?
In this presentation, we will share a proven approach for creating a long-term product vision that your team can understand and rally behind. We will share all of the techniques you'll need to successfully run a Product Visioning Workshop with your product team and business stakeholders.
You will learn how to create a long-term vision for your product, establish consensus and buy-in across your organization, and prioritize features for the product roadmap. Your product managers will come away equipped to create roadmaps that align with your long-term product strategy.
Webinar - Design Thinking for Platform EngineeringOpenCredo
Design Thinking is revolutionising the delivery of next-level digital services with best-of-breed product design and user interface principles ensuring close alignment with users and making services a joy to use.
While much of this success has been in the delivery of customer-facing services, there is untapped potential when it comes to delivering frictionless experiences for the internal users of your infrastructure services – promising business value through increased productivity and reduced frustration in your development and operations teams.
Check out the slides from our webinar on approaching platform engineering with a design thinking mindset.
Business is always in a constant state of flux- more so these days, with disruption happening all around. How do you move from your AS IS state to TO BE architecture in your enterprise transformational journey? What mix and match of people, processes and technology will you blend together, and in what proportion, to drive enterprise value to deliver transformational results? TOGAF has a suite of tools that can help architects to chalk out the architectural roadmap for enterprise success. This talk will also focus on how agility is an underlying thread in this framework, and how value is delivered incrementally, making the process robust and
bankable.
Key Takeaways
Exposes the audience to the features of TOGAF which help plug business technology gaps.
How TOGAF has agility at its core to drive transformational results.
Why it is a good skill and knowledge for a seasoned IT professional to have in their kitty.
Living Multiple Lives: The New Technical CommunicatorScott Abel
This presentation delivered by Noz Urbina at the Documentation and Training West 2008 conference (www.doctrain.com) in Vancouver, BC.
The world is becoming more and more tech-savvy by the picosecond. More savvy means more demanding! Today organizations need to juggle management of customer-generated content, maximize the use of cross-departmental contributions, and still deliver quality technical communication products to their user base. This presentation takes a low-tech, cross-industry look at why strategies are changing and how organizations are adapting (or not!) to these challenges.
Living Multiple Lives: The New Technical CommunicatorScott Abel
Presented by Noz Urbina at Documentation and Training West, May 6-9, 2008 in Vancouver, BC
This presentation is for team leaders, information managers, tech communicators and product managers who care about maximizing efficiency and return on investment in the information-heavy parts of their product cycle.
We will discuss current developments in the field of Technical Communications and how the role of the Technical Communicator has been rapidly and fundamentally evolving. The world is becoming more and more tech-savvy by the picosecond. More savvy means more demanding, and an organization’s ability to balance internal and external management of supporting technical information while delivering quality technical communication products has gone from being a burdensome nuisance, to a central and strategic must for market competitiveness.
This presentation takes a low-tech, cross-industry look at why strategies are changing and how organizations are adapting to these challenges. Best practices for approach, organizing teams, planning for change, DITA/XML, and departmental integration will all be addressed.
PDMA 2008 World Class Web 2.0 Product OrgAdam Nash
This is the presentation from the PDMA 2008 presentation by Adam Nash on "Building a World-Class Web 2.0 Product Organization" from September 15, 2008.
How to Use Engineers in a UX DepartmentStephen James
Barbarians at the Gates How to Bring Engineers into Your UX Department in order to Lower Coordination and Transaction Costs and Accelerate Product Development
This is a modified version of a presentation given at an internal UX department offsite meeting for a large technology company back in 2014
Six Principles of Software Design to Empower ScientistsDavid De Roure
Keynote talk for Workshop on Managing for Usability:
Challenges and Opportunities for E-Science Project Management, 10-11 April 2008,
OeRC, University of Oxford, UK
Community Platform: Choosing the Right One Satya S
How will you go about selecting the best platform out there in the market? Are you selecting a product that has features which can really be utilized? Do you really require the host of features offered by the social networking tools? Get answers to all these questions and much more.
Unified Communications
The integration of real-time communication services such as instant messaging, presence information, telephony, video conferencing, desktop sharing, data sharing, call control and speech recognition with non-real-time communication services such as unified messaging.
Unified Communications - Collaborative services that deliver greater busines...Exponential_e
Unified Communications - Collaborative services that deliver greater business efficiency
Built on Exponential-e’s fully resilient platform, our UCC offering includes presence, IM, voice, video and collaboration tools - and we believe reflects the next generation in telephony communications.
This modern engineering technique has grown from good old SOA (Service Oriented Architecture) with features like REST (vs. old SOAP) support, NoSQL databases and the Event driven/reactive approach sprinkled in.
Microservices
The criticism
Evolutionary approach
Best practices
Create a Separate Database for Each Service
Rely on contracts between services
Deploy in Containers
Treat Servers as Volatile
Related techniques and patterns
Design patterns
Integration techniques
Deployment of microservices
Serverless - Function as a Service
Continuous Deployment
Related technologies
Microservices based e-commerce platforms
Technologies that empower microservices achitecture
Distributed logging and monitoring
Case Studies: Re-architecting the monolith
Building an Adoption Plan: Think Outside the Box (Part 1 of 2)Cisco Canada
You have made the leap…invested in collaboration solutions…the boxes have arrived and software secured. Now the question is how do I roll it out to my organization and my different line of business users to meet their unique needs?
Our collaboration portfolio has never been more flexible to accommodate the needs of a diverse and ever changing workforce. Whether you are an HR leader, field worker, sales executive or individual contributor, you can leverage the same collaboration investment to meet your distinct requirements. In this session, we will review these distinct requirements and showcase the appropriate collaboration use cases from both a horizontal line of business lens and a vertical lens.
From collective insanity to organisational learning 2019 03 11 brisbane bus...Jorn Bettin
From collective insanity to organisational learning, by caring about the health of feedback loops at all levels of scale and all the places where they are needed. The talk will address the question of how, when, and why feedback loops may fail or get corrupted, and will explore how feedback loops relate to the creation of learning organisations and the design of better products and services.
From artificially intelligent systems towards real thinking tools and human s...Jorn Bettin
From artificially intelligent systems towards real thinking tools and human scale models that improve both human and machine learning
--
In an increasingly software and data-intensive human world, the objective of human-scale computing is to improve filtering, collaboration, thinking, and learning:
1. between humans,
2. between humans and software systems,
3. and between software systems.
This objective is another way of stating the goal of developing a 'language and interaction style' that is better than any formal or informal language reliant on linear syntax.
--------------------------------------
Jorn Bettin is a Partner at S23M and loves building and working with high-performance teams. Jorn works with top-level subject matter experts and transdisciplinary teams to uncover and activate deep domain knowledge.
Jorn has a background in mathematics and his experience covers the following industries: logistics, industrial automation, healthcare, insurance, banking, legal and accounting, telecommunications, electricity, and government.
S23M’s MODA + MODE thinking tools complement Kaizen and agile techniques, enabling people and software systems to interact in the simplest possible way. MODA + MODE techniques create bridges of understanding between disciplines and organisational silos.
Jorn is passionate about open innovation and about addressing challenges that go beyond the established framework of research in industry, government and academia via the quarterly CIIC unconference. He is a co-author of a number of books on model driven product line engineering, is an expert on semantic interoperability, and has worked in methodology leadership roles at IBM in the 1990s.
Jorn is also part of Autistic Collaboration – a mutual support hub for neurodivergent individuals and ventures, and advises clients on the creation of inclusive cultures of innovation and knowledge sharing.
From artificially intelligent systems towards real thinking tools and human s...Jorn Bettin
In an increasingly software and data-intensive human world, the objective of human-scale computing is to improve filtering, collaboration, thinking, and learning:
1. between humans,
2. between humans and software systems,
3. and between software systems.
This objective is another way of stating the goal of developing a 'language and interaction style' that is better than any formal or informal language reliant on linear syntax.
Advanced modelling made simple with the Gmodel metalanguageJorn Bettin
Introductory slides on semantic modelling. Not necessarily self explanatory without sound track. See http://mdi2010.lcc.uma.es/proceedings/MDI2010-Proceedings.pdf and http://semanticmodelling.blogspot.com/ for further details.
Hierarchical Digital Twin of a Naval Power SystemKerry Sado
A hierarchical digital twin of a Naval DC power system has been developed and experimentally verified. Similar to other state-of-the-art digital twins, this technology creates a digital replica of the physical system executed in real-time or faster, which can modify hardware controls. However, its advantage stems from distributing computational efforts by utilizing a hierarchical structure composed of lower-level digital twin blocks and a higher-level system digital twin. Each digital twin block is associated with a physical subsystem of the hardware and communicates with a singular system digital twin, which creates a system-level response. By extracting information from each level of the hierarchy, power system controls of the hardware were reconfigured autonomously. This hierarchical digital twin development offers several advantages over other digital twins, particularly in the field of naval power systems. The hierarchical structure allows for greater computational efficiency and scalability while the ability to autonomously reconfigure hardware controls offers increased flexibility and responsiveness. The hierarchical decomposition and models utilized were well aligned with the physical twin, as indicated by the maximum deviations between the developed digital twin hierarchy and the hardware.
Student information management system project report ii.pdfKamal Acharya
Our project explains about the student management. This project mainly explains the various actions related to student details. This project shows some ease in adding, editing and deleting the student details. It also provides a less time consuming process for viewing, adding, editing and deleting the marks of the students.
About
Indigenized remote control interface card suitable for MAFI system CCR equipment. Compatible for IDM8000 CCR. Backplane mounted serial and TCP/Ethernet communication module for CCR remote access. IDM 8000 CCR remote control on serial and TCP protocol.
• Remote control: Parallel or serial interface.
• Compatible with MAFI CCR system.
• Compatible with IDM8000 CCR.
• Compatible with Backplane mount serial communication.
• Compatible with commercial and Defence aviation CCR system.
• Remote control system for accessing CCR and allied system over serial or TCP.
• Indigenized local Support/presence in India.
• Easy in configuration using DIP switches.
Technical Specifications
Indigenized remote control interface card suitable for MAFI system CCR equipment. Compatible for IDM8000 CCR. Backplane mounted serial and TCP/Ethernet communication module for CCR remote access. IDM 8000 CCR remote control on serial and TCP protocol.
Key Features
Indigenized remote control interface card suitable for MAFI system CCR equipment. Compatible for IDM8000 CCR. Backplane mounted serial and TCP/Ethernet communication module for CCR remote access. IDM 8000 CCR remote control on serial and TCP protocol.
• Remote control: Parallel or serial interface
• Compatible with MAFI CCR system
• Copatiable with IDM8000 CCR
• Compatible with Backplane mount serial communication.
• Compatible with commercial and Defence aviation CCR system.
• Remote control system for accessing CCR and allied system over serial or TCP.
• Indigenized local Support/presence in India.
Application
• Remote control: Parallel or serial interface.
• Compatible with MAFI CCR system.
• Compatible with IDM8000 CCR.
• Compatible with Backplane mount serial communication.
• Compatible with commercial and Defence aviation CCR system.
• Remote control system for accessing CCR and allied system over serial or TCP.
• Indigenized local Support/presence in India.
• Easy in configuration using DIP switches.
Cosmetic shop management system project report.pdfKamal Acharya
Buying new cosmetic products is difficult. It can even be scary for those who have sensitive skin and are prone to skin trouble. The information needed to alleviate this problem is on the back of each product, but it's thought to interpret those ingredient lists unless you have a background in chemistry.
Instead of buying and hoping for the best, we can use data science to help us predict which products may be good fits for us. It includes various function programs to do the above mentioned tasks.
Data file handling has been effectively used in the program.
The automated cosmetic shop management system should deal with the automation of general workflow and administration process of the shop. The main processes of the system focus on customer's request where the system is able to search the most appropriate products and deliver it to the customers. It should help the employees to quickly identify the list of cosmetic product that have reached the minimum quantity and also keep a track of expired date for each cosmetic product. It should help the employees to find the rack number in which the product is placed.It is also Faster and more efficient way.
Saudi Arabia stands as a titan in the global energy landscape, renowned for its abundant oil and gas resources. It's the largest exporter of petroleum and holds some of the world's most significant reserves. Let's delve into the top 10 oil and gas projects shaping Saudi Arabia's energy future in 2024.
Water scarcity is the lack of fresh water resources to meet the standard water demand. There are two type of water scarcity. One is physical. The other is economic water scarcity.
Hybrid optimization of pumped hydro system and solar- Engr. Abdul-Azeez.pdffxintegritypublishin
Advancements in technology unveil a myriad of electrical and electronic breakthroughs geared towards efficiently harnessing limited resources to meet human energy demands. The optimization of hybrid solar PV panels and pumped hydro energy supply systems plays a pivotal role in utilizing natural resources effectively. This initiative not only benefits humanity but also fosters environmental sustainability. The study investigated the design optimization of these hybrid systems, focusing on understanding solar radiation patterns, identifying geographical influences on solar radiation, formulating a mathematical model for system optimization, and determining the optimal configuration of PV panels and pumped hydro storage. Through a comparative analysis approach and eight weeks of data collection, the study addressed key research questions related to solar radiation patterns and optimal system design. The findings highlighted regions with heightened solar radiation levels, showcasing substantial potential for power generation and emphasizing the system's efficiency. Optimizing system design significantly boosted power generation, promoted renewable energy utilization, and enhanced energy storage capacity. The study underscored the benefits of optimizing hybrid solar PV panels and pumped hydro energy supply systems for sustainable energy usage. Optimizing the design of solar PV panels and pumped hydro energy supply systems as examined across diverse climatic conditions in a developing country, not only enhances power generation but also improves the integration of renewable energy sources and boosts energy storage capacities, particularly beneficial for less economically prosperous regions. Additionally, the study provides valuable insights for advancing energy research in economically viable areas. Recommendations included conducting site-specific assessments, utilizing advanced modeling tools, implementing regular maintenance protocols, and enhancing communication among system components.
Welcome to WIPAC Monthly the magazine brought to you by the LinkedIn Group Water Industry Process Automation & Control.
In this month's edition, along with this month's industry news to celebrate the 13 years since the group was created we have articles including
A case study of the used of Advanced Process Control at the Wastewater Treatment works at Lleida in Spain
A look back on an article on smart wastewater networks in order to see how the industry has measured up in the interim around the adoption of Digital Transformation in the Water Industry.
Overview of the fundamental roles in Hydropower generation and the components involved in wider Electrical Engineering.
This paper presents the design and construction of hydroelectric dams from the hydrologist’s survey of the valley before construction, all aspects and involved disciplines, fluid dynamics, structural engineering, generation and mains frequency regulation to the very transmission of power through the network in the United Kingdom.
Author: Robbie Edward Sayers
Collaborators and co editors: Charlie Sims and Connor Healey.
(C) 2024 Robbie E. Sayers
6. Collaboration for Life
From project to product mindset
and onwards to product platform architectures
Jorn Bettin
ProductTank Auckland Meetup, July 2018
8. Collaboration for Life
Is it possible to stay innovative and economically manage
many hundreds or even thousands of products or product
variants?
simple product
simple configuration
batch size : > 1,000
volume : > 10,000
product
9. Collaboration for Life
very complex product
simple configuration
batch size : 1
volume : > 10,000
product line
10. Collaboration for Life
very complex product
complex configuration
batch size : 5 … 100
volume : > 500
product line
11. Collaboration for Life
complex product
complex configuration
batch size : 1 … 10
volume : 100
the boundary case
between project and product
12. Collaboration for Life
complicated product
complicated configuration
batch size : 1
volume : > 10,000
ERP
this smells more like
a project than a product
13. Collaboration for Life
complex product
complex configuration
batch size : 1
volume : > 10,000
ERP
this would be
a product line
Configuration
14. Collaboration for Life
Problems with the IT mindset
1) Purpose. In an IT mindset organization, the staff exists to service the perceived
technology needs of “the business.”
In a technology-enabled product organization, the staff exists to service the needs of
your customers, within the constraints of the business. This is a profound and far-
reaching difference. Most of what is below stems from this difference.
2) Passion. In an IT mindset organization, product and tech are mercenaries.
There is little to no product passion. They are there to build whatever.
In a product organization, product and tech are missionaries. They have joined the
organization because they care about the mission and helping customers solve real
problems.
3) Requirements. In an IT mindset organization, requirements are “gathered” from
stakeholders, prioritized in the form of roadmaps, and implemented.
In a product organization, we must discover the necessary product to be built.
Moreover, we know that most ideas will not work with customers the way we might
hope, and we also know that those that do work will require several iterations to achieve
the necessary business results. IT mindset methods are simply too slow, too expensive
and generate far too much waste.
… https://svpg.com/product-vs-it-mindset/
15. Collaboration for Life
Problems with the project management mindset
I am so concerned if a company makes an explicit choice to move to something
like SAFe. This is a very clear and loud statement about culture to the company.
It tells me the company does not understand or appreciate the role of
engineers or designers in innovation. It tells me they are all about top-
down control. Most importantly, it tells me the leaders don’t understand
what they need to do to compete against the likes of Amazon.
Amazon and Google both also provide services to businesses, some of which
are in regulated industries, so this introduces constraints on them too.
Now each of these companies has their own favorite techniques, and each has a
different company culture, but all three have built their businesses on the
concept of hiring skilled people – especially engineers, designers and product
managers – and then empowering them to solve hard problems.
That is why I can’t conceive of any of these companies ever moving to a process
anywhere even close to SAFe. Maybe more importantly, they are an existence
proof that you don’t need to. https://svpg.com/scaling-agile-faq/
16. Collaboration for Life
From project to product mindset
The steps towards a product mindset:
1. Realisation that there is potential demand from 3 or more
customers for a given solution
2. Confirmation of the opportunity to generate significant profit by reusing
prior work
3. Any variabilities are initially approached pragmatically, via copy, paste,
and adaptation where needed
4. Adaptations quickly lead to variant / version hell
5. Variant / version hell is successfully addressed via configuration files
and tools operated by the product development team
6. If there is demand, the solution can now be sold to thousands of
customers with minimal adaptation effort
18. Collaboration for Life
From product to product line mindset
The steps towards a product line mindset:
1. Implementation projects (= product configuration) become a
bottleneck due to (b) complexity and (b) often a limited number of
people with critical configuration domain knowledge
2. Product demand outstrips the ability to implement on time
3. Product configuration costs become a pain point for customers
4. Inadequate product configurability leads to a demand for customisation
5. Customisations quickly leads to variant / version hell
6. Variant / version hell is successfully addressed via model oriented
commonality and variability analysis and the development of
configuration tools that can be operated by customers
7. If there is demand, the product can now be sold to customers
with minimal need for “implementation projects”
19. Collaboration for Life
… is the method of effectively pre-tailoring the product to the idiosyncrasies of every user
… postpones the task of differentiating a product
until the latest possible point in the supply network
… is about achieving
a tremendous increase in variety and customisation
without a corresponding increase in costs
Mass customisation
21. Collaboration for Life
Model Oriented Domain Analysis & Engineering
… offers a systematic approach for
conducting commonality and variability analysis across the needs of
all customers and potential prospects,
and for sourcing and surfacing the domain knowledge needed to
hide all implementation details from the users of configuration tools,
so that most of these tools can be operated by customers
… is the method of effectively minimising the complexity of configuration
by pre-tailoring the product to the idiosyncrasies of every category of user
… hands the task of differentiating a product
for a specific category of user to power users of that category
24. Collaboration for Life
Product line work streams & feedback loops
Design Principles and thinking tools
Platform Engineering, domain specific reuse and simplification
Product Engineering, configuration, customisation, testing
Product Line Operations, monitoring, incident management
Experimentation, problem resolution, ideation
w
ork
stream
s
&
feedbacks
feedbacks
25. Collaboration for Life
Product line artefacts
product/service designs
results of product/service usage
product/service platform (engineering tools and methods)
thinking tools and design principles
knowledge
26. Collaboration for Life
Frequency of events & product line team structures
weekly / monthly events and feedbacks
daily events and operational decision making
monthly / quarterly events and feedbacks
stable / timeless design principles and thinking tools
weekly / monthly events and feedbacks
stream
team
s
27. Collaboration for Life
Product line value creation
maximisation of automation (3 to 100 times faster)
maximisation of automation (fewer errors)
knowledge distillation & systematic reuse
application of thinking tools and design principles
exploration of new domains (broader customer base)
28. Collaboration for Life
Product line implications
shifts towards configuration by power users
shifts towards monitoring
focus on architecture and better configuration tools
focus on teaching thinking tools and design principles
availability of spare time for experimentation
30. Collaboration for Life
Context : Exponential change in communication
- 1,800,000 years: Cumulative cultural transmission, teaching, imitation, experimentation
- 200,000 years : Spoken human languages — local communication of tacit knowledge
- 5,400 years : Written human languages — communication across time, explicit knowledge
- 600 years : Printing press — 1-to-many communication across space, scale
- 180 years : Electrical telegraph & telephone — global peer-to-peer communication, on demand
- 15 years : Internet — global 1-to-many communication, zero marginal cost, dirt cheap
- Now : Internet of things – machine-to-machine communication, new technologies every month
apps
time
31. Collaboration for Life
Tapping into the visual processing capacity
of the human brain
The brain’s capacity for processing visual data is
around 20 times higher than the brain’s capacity for
processing audio data.
Even with simple technologies such as whiteboards and
markers it is possible to design and use highly expressive
and unambiguous visual languages that are much easier
for humans to parse and understand than information in a
linear format (audio or text).
MODA+MODE therefore makes extensive use of visual
languages and provides guidance for developing
further domain specific visual languages.
33. Collaboration for Life
Human scale visual language design can be
understood as the elaboration of the role of cognitive
characteristics of humans within ergonomics.
Systems, models and technologies are only
understandable as long as they do not generate
cognitive loads that exceed human cognitive
limits.
Developing visual languages and interaction styles
that are better than English or any other linear language
34. Collaboration for Life
Naive product specification
focus on user experience
and interactions between
users and the product
collaboration
product
user
35. Collaboration for Life
The objective of designing
human scale visual languages and interaction styles
… is to improve filtering, collaboration,
thinking, and learning:
1. between humans,
2. between humans and software systems,
3. and between software systems.
collaboration
collaboration
collaboration
collaboration
36. Collaboration for Life
Categories of languages and interaction styles
filtering, collaboration, thinking, learning
collaboration
collaboration
filtering, collaboration, thinking, learning
1. verbal, non-verbal, tool-mediated
(textual, mathematical, diagrammatic,
artistic, etc.)
2. speech2text, text2speech, textual,
mathematical, diagrammatic, artistic,
etc.
3. textual protocols
37. Collaboration for Life
Language and interaction system design activities
filtering, collaboration, thinking, learning
collaboration
collaboration
filtering, collaboration, thinking, learning
1. Culture design
2. User experience design
3. Interoperability standard design
39. Collaboration for Life
Creating a learning organisation with MODA + MODE
formalising
agent and
perspective-
based
modular
models
connecting
formal models
between agents
updating of
individual
mental models
and related
examples
interactive
sharing
of knowledge
MODA + MODE extends the concepts of
continuous improvement and the SECI
cycle into the realm of digital business
and data intensive supply chains
40. Collaboration for Life
6 Questions
Investigating decision making processes:
1. Identification of relevant agents: Who?
2. Identification of agent motivations: Why?
3. Identification of relevant events: When and how often?
4. Identification of relevant valuable resource flows: What? and Where?
5. Identification of limits of understanding: What do we (not) know?
6. Identification of heuristics: How?
=> obligations
=> value chain
=> logistics
=> value creation
=> risks, opportunities
=> principles, system specifications
to surface and validate tacit knowledge about socio-technological systems
41. Collaboration for Life
play, learn, observe, question, imagine
a language for
describing
value creation
a language for
describing
motivations
a language for
describing
interactions
The human lens
to make sense of the world and the natural environment from a human perspective,
to evolve our value systems, and to structure and optimise human activities
system
lens
semantic
lens
logistic
lens
42. Collaboration for Life
design / engineering
transportation /
communication
quality / maintenance
energy / food
production
culture
value creation
human artefactshuman symbols
critical self-reflection
nature
human societies
motivations
resourcesevents
agents
interactions
The human lens defines
categories that are invariant across cultures, space, and time
learn
play
observe
question
imagine
system
lens
semantic
lens
logistic
lens
43. Collaboration for Life
Joe wants
to buy
a blue car
Your Organisation/Service
Example of domain analysis
Explanatory video: https://youtu.be/if-0kSIyJHI
agent
event
resource
motivation
fast and convenient
personal transport
45. Collaboration for Life
Understanding events : changes in context
increased
demand
defective tyres received from supplier
Your Organisation/Service
supply chain
management
t
demand
46. Collaboration for Life
Your Organisation/Service
product line
engineering
supply chain
management
sales
application
engineering
customer
supplier
Visualising the
domain supply
chain
47. Collaboration for Life
REA commonality and variability analysis
events
operational
fruit ready to harvest
fruit ready to ship
fruit arrival in market
fruit in retail store
order received
customer payment received
grower payment made
invoice issued
strategic
new grower
new retailer
new regulator
new logistic service
new market
external
disease
currency crash
oil price shock
significant change in demand
agents
Zespri
Z EU
Z Japan
Z Korea
Z China
Z US
retailersregulators
consumers
logistics services
packhouses growerscoolstores
resources
offices
trusted relationshipsquality assurance systems
orchards
tacit knowledge
logistics automation systems
information assetsmoney
Kiwifruit
business intelligence systems
48. Collaboration for Life
Organisational learning over time
product line
product
project
platform & experimental
advanced power tools
prototype & product
rough power tools
3 customers
product support
life cycle management
product line operations
product family management
solution
off-the-shelf tools
solution delivery
project management
Mindset Design focus Management focus
cost & time
bottlenecks
opportunistic
reuse
strategic
reuse
fewer
unknowns
known
variabilities
Depthofknowledge
49. Collaboration for Life
Agile :
unknown variability,
tech experiments
platform engineering
customer needs
knowledge
product platform
products
feedback
feedback
experimentation
product engineering
customer needs
ideas
technologies
Lean :
known variability,
statistical
quality control
product line operations
Business Agility :
changing context,
business experiments
52. Collaboration for Life
Business architectures for the digital service economy
Mapping a business operating model onto an enterprise and domain architecture
53. Collaboration for Life
Business architectures for the digital service economy
Business architecture is the non-IT part of enterprise and domain architecture
54. Collaboration for Life
Business architectures for the digital service economy
Rule of thumb: buy Enterprise Architecture and build Domain Architecture
56. Collaboration for Life
MODA + MODE backbone principles for
creating learning organisations and understandable systems
26 principles that provide
a meta paradigm to avoid
getting entrapped in a paradigm
MODA + MODE thinking tools for interdisciplinary research, design, and engineering:
https://coininco.files.wordpress.com/2017/08/moda-and-mode-lenses-and-principles.pdf
57. Collaboration for Life
Techniques and tools for context specific methodology
construction, sourced from a range of domains
Source domains (sciences)
• Scientific method
• Theory of knowledge
• Cognitive science
• Creativity, neurodiversity
movement
• Disability studies
• Critical psychology
• Sociology
• Social psychology
• Organisational psychology
• Evolutionary biology
• Cell biology
• Medicine
Source domains (engineering)
• Probabilistic reasoning
• Product line engineering
• Domain engineering
• Model driven engineering
• Domain specific modelling
• Continuous improvement
• Kaizen
• Agile software development
• Management
• Risk management
Mathematical foundations
• Category theory
• Model theory
• Denotational semantics
• Multi-state logics
58. Collaboration for Life
The 26 backbone principles
1. Understand that minorities
and outsiders are well
positioned for uncovering
attempts of deception
2. Give minorities and
outsiders access to private
means of communication
3. Operate transparent
governance
4. Adapt the cognitive load
generated by technology to
human cognitive limits
5. Recognise neurological
differences as authentic
and valuable sources of
innovative potential
6. Value metrics from the
physical and biological
world more than human
opinions
7. Value local perspectives more than
widely-held popular beliefs
8. Value the strength of shared beliefs
and corresponding evidence more
than the number of shared beliefs
9. Use 4-state information quality
logic to minimise ambiguity
10.Use probabilistic reasoning to
acknowledge uncertainty
11.Conduct commonality and
variability analysis
12.Formalise the results of
commonality and variability
analysis
13.Develop visual domain specific
languages to describe familiar
domains in unambiguous terms
14.Understand that all information is
dependent on perspective and
viewpoint
15.Understand that a multitude of
perspectives generates new
insights
16.Validate shared understanding
by sharing of models and
corresponding instances
17.Understand that power
gradients stand in the way of
transformation
18.Aim for optimal conflict in a
supportive and trusting team
environment
19.Use agile experiments when
venturing into unfamiliar
domains to learn from
mistakes
20.Conduct an adequate number
of experiments in different
contexts to minimise risk
before global application of
major changes
21.Understand that
collaboration occurs to
the extent that there is
shared understanding
22.Recognise paradoxes
and disagreements as
the essence of
continuous improvement
23.Practice everyday
improvement, everybody
improvement,
everywhere
improvement
24.Engage in niche
construction
25.Use feedback loops to
create learning systems
26.Use modular
decentralised design to
promote reuse without
compromising resilience
59. Collaboration for Life
A specific culture may have further bones, but one or more
missing vertebrae lead to an organisational learning disability
Our experience
62. Collaboration for Life
Creativity = Having a “less well functioning mental bureaucrat”
Neurodivergent people:
• Adhere to idiosyncratic moral value
systems rather than social norms
• Are okay with exploring ideas that upset
the “social order”
• Spend much more time experimenting
and implementing ideas that others
would consider crazy or a waste of time
• Have untypical life goals: new forms of
understanding, making a positive impact,
translating ideas into artistic expression
Autists in particular tend to:
• Easily suffer from sensory and social
overload
• Have unusually developed pattern
recognition abilities
• Have an unusual ability to persevere
Deep innovation:
• https://autcollab.org/deep-innovation/
autistic
perseverance
autistic
hypersensitivity
autistic pattern
recognition
neurodivergent
creativity
autistic
authenticity
individual
autistic rituals
invention
innovation
neurological traits
derived/aggregate behaviours
63. Collaboration for Life
The Two Traits of the Best Problem-Solving Teams:
Cognitive Diversity and Psychological Safety
HBR
autistic
collaboration
absence
of
neurodiversity
64. Collaboration for Life
play, learn, observe, question, imagine
Scientists, Engineers, Entrepreneurs, Artists & Mathematicians
CIIC brings together academic researchers and practitioners every 3 months
to tackle wicked problems that don’t have an obvious solution.
Challenges that Go Beyond the
Established Framework of Research in
Industry, Government and Academia
Conference on Interdisciplinary
Innovation and Collaboration
https://ciic.s23m.com/
65. Collaboration for Life
Conference on Interdisciplinary
Innovation and Collaboration
CIIC workshop results (https://ciic.s23m.com/expected-results/):
• June 2018 – Human, non-human and ecosystem health
• March 2018 – Topics at the intersection of agriculture and healthcare
• December 2017 – Design of interaction patterns for knowledge validation and trust building
• September 2017 – Interaction and collaboration of humans and intelligent machines
• June 2017 – Human scale computing
• March 2017 – Neurodiversity
• December 2016 – Making information interactive
• September 2016 – The potential and limits of clinical decision support systems
• March 2016 – Design and development of tools for effective self-care
• December 2015 – Is there a place for barter?
• September 2015 – How do we need to redefine economic progress? What is value?
• June 2015 – Growing New Zealand’s contribution to a sustainable world
66. Collaboration for Life
• Allows knowledge to flourish in the open creative spaces between disciplines and organisational silos
• Complements the typical yearly cycle of domain-specific conferences
• Has a quarterly cycle and feedback loop between teams that supports
on-going and longer-term collaborations more effectively than yearly events
• Captures knowledge flows and transdisciplinary insights in reusable semantic models and patterns
• Currently runs in Auckland at AUT and in Melbourne at RMIT,
and the CIIC community is available to assist with replicating the concept in other locations
• Can help coordinate collaboration between locations via the CIIC Web site and related online tools
• Invites further co-sponsors from industry, academia, and government
• Is an antidote to bureaucratic limitations; large organisation are now inquiring about establishing
regular in-house CIIC style events
• Provides a safe environment for neurodivergent / autistic people to connect and collaborate
CIIC invites communities and economic ecosystems
to sharpen their collaborative edge by embracing open innovation.
Conference on Interdisciplinary
Innovation and Collaboration
https://ciic.s23m.com/about/
67. Collaboration for Life
AUT – Auckland University of Technology
MODA + MODE is being integrated into the
curriculum on entrepreneurial strategies, creative technologies,
and methodologies for trans-disciplinary research and collaboration
68. Collaboration for Life
Book on Domain Engineering
Domain Engineering is of considerable practical
significance, as it provides methods and techniques that
help reduce time-to-market, development costs, and
project risks on one hand, and helps improve system
quality and performance on a consistent basis on the other.
• The most comprehensive and up-to-date work on
domain engineering
• Covers all important technological aspects, including
software product lines, domain-specific languages, and
conceptual modeling
• Introduces novel approaches and techniques, and
includes a wealth of pointers for further research
• ISBN 978-3-642-36653-6, published 2013
http://www.springer.com/computer/swe/book/978-3-642-36653-6
70. Collaboration for Life
The MODA + MODE approach has a fractal characteristic that enables
it to operate at all levels of scale, with explicit support for feedback
loops between different levels of scale:
• Development of collaboration platforms that improve the resilience
and performance of economic ecosystems.
• Development of technology platforms that harness deep domain
expertise to streamline the development of new products.
• Improvements in quality, reliability, and productivity of specific
teams or technological systems.
• Integrating the knowledge of multiple domain experts in a cross-
disciplinary context to co-create innovative solution designs.
• Translating tacit knowledge into explicit knowledge that does not
decay over time.
Typical use cases in industry, academia, and government
71. Collaboration for Life
Case Studies - New product and platform development
Company Main Context Description Results
From prototype
to product
Agile product
development
New methodology and knowledge
transfer into an ongoing project.
Introduction of best practices for agile
software development
The professionalism and skills that
S23M brought were exceptional, top rate.
I was surprised at how well the teams
engaged with you guys.
Core team now proficient in the use of new
techniques
Product line
management
& engineering
Legacy software re-engineering relating
to product definition and premium
calculation
Simplification of artefacts & workflows
Product specification artefacts are
20 times smaller
New premium calculation engine runs
100 times faster
Product line
engineering
Simplification of application development
on a new technology platform
Automation and improvement of quality
assurance
Domain experts with no software
engineering background are able to
develop complete applications
4-fold productivity increase
72. Collaboration for Life
Case Studies - Collaboration and interoperability
Company Main Context Description Results
Product line
engineering
Visual design tools for
postal automation systems
Modular visual language specifications
for mail piece coding strategies
2 to 3-fold productivity improvement
Medium & long-term quality gains
Statistical report specifications now
6 times smaller
Supply chain
optimisation and
risk management
Development of a QA and test
management framework for
supply chain optimisation
Risk management of SAP Cloud migration
The framework was fundamental for the
success of the projects.
The risk profile was managed very
effectively with the methodology from S23M
ERP optimisation
Simplification of application development
on a new technology platform
Automation and improvement of quality
assurance
Real-Time inventory system, error rates
in warehouse management are close to
zero
7 people maintain web applications
across 170 locations & 23 languages
(1,500 database tables)
73. Collaboration for Life
Case Studies - Industry standard design & development
Company Main Context Description Results
Health
informatics
industry standard
development
Improving speed and accuracy of a
requirements to health informatics
standard and reference software
implementation publication process
Many critical flaws in open source
tooling were corrected and contributed
back to the international health informatics
standards community.
S23M was able to reveal the power of
automatically generated traces between
models using formal model
transformations, merged with human-
documented correspondences.
State Government Design
Agency, National
Construction Specification
Agency, Universities and
Cooperative Research
Centres, Australia
Developing a
national BIM
building product
library
Replacement of generic design objects
in Computer Aided Design and
Manufacturing (CAD/CAM) software with
actual properties and 3D geometry of
building products
A viable standards-based BIM building
product library awaiting deployment
investment, licensed for public-good
purposes.
The solution is currently used as an
academic and professional teaching tool
for the construction industry.
74. Collaboration for Life
Thank you!
Jorn Bettin
jorn.bettin@s23m.com
Nothing beats capturing the knowledge flow
of leading domain experts to co-create
organisations & systems that are
understandable by future generations of
humans & software tools.
76. Collaboration for Life
Thinking in systems, designs, patterns
the team the tools
We distil knowledge and enable knowledge to flow to all
the places where it can be put to good use for the world
77. Collaboration for Life
• from an exploratory start-up culture to mature new product
development, product management, sales, and product support
• when to tweak and adapt specific practices
• when to replace specific practices and habits
• when to introduce product platform development as a work stream
• from a simple product development mindset
to a product line engineering culture
• when to outsource or insource non-core activities
• when to grow by acquisition
• when to cannibalise, divest, or sun-set specific product lines
Advising clients on when to shift gears
78. Collaboration for Life
We work with the tacit knowledge within your team to achieve severalfold
improvements in terms of better quality, lower costs and productivity
benefits by
• managing the risks of business transformation,
• transforming information into valuable domain knowledge,
• addressing sustainability and compliance requirements,
• making product lines configurable and customisable,
• developing new products and markets,
• optimising supply chains.
Reducing complexity and catalysing cultural transformation
79. Collaboration for Life
We create enterprise grade SaaS solutions without proprietary lock-in
• Collaboration, trustworthiness and reliability are amongst the
biggest challenges in a digitally networked world
• Transparency, including open science, open data, and open
source software are emerging as essential tools
Addressing software needs beyond standard solutions