This document summarizes a presentation about confronting the challenges of scaling projects and organizations. The presentation discusses how properties like weight, heat dissipation, and flow resistance change nonlinearly with scale, preventing direct scaling of systems like ants. It then explores advantages and disadvantages of scale, such as increased complexity, communications overhead, and loss of local optimization. The presentation provides countermeasures for these issues, including investing in architecture, incorporating margin, developing system models, embracing appropriate complexity, designing robust communications networks, and communicating intent.
An agile development process is designed to allow us to respond to change, but this process depends on the people using it. As participants in an agile process, do we think and behave in a way that helps or harms our process? As individuals, are we actually as tolerant of change and randomness as our manifesto says we are, or do we subscribe to our methodology of choice in hopes of a smooth, predictable project? One can easily fall into the trap of being a tourist in his or her professional life--someone whose day gets worse when things don't go as planned. This talk will illustrate what it means to do the opposite and wander through our development process by fighting our bias toward stability and predictability. We'll see how "wandering" through some of our typical activities--like testing, planning, and organizing teams--can help us take full advantage of changing requirements and volatility, improve our agile process, and make our days get better with randomness.
A look at some of the methodologies that have shaped the direction of agile software development. We take a look at Lean Software Development (and the Toyota Production System), the Theory of Constraints and Systems Thinking.
An agile development process is designed to allow us to respond to change, but this process depends on the people using it. As participants in an agile process, do we think and behave in a way that helps or harms our process? As individuals, are we actually as tolerant of change and randomness as our manifesto says we are, or do we subscribe to our methodology of choice in hopes of a smooth, predictable project? One can easily fall into the trap of being a tourist in his or her professional life--someone whose day gets worse when things don't go as planned. This talk will illustrate what it means to do the opposite and wander through our development process by fighting our bias toward stability and predictability. We'll see how "wandering" through some of our typical activities--like testing, planning, and organizing teams--can help us take full advantage of changing requirements and volatility, improve our agile process, and make our days get better with randomness.
A look at some of the methodologies that have shaped the direction of agile software development. We take a look at Lean Software Development (and the Toyota Production System), the Theory of Constraints and Systems Thinking.
Agile Lean Europe 2018 - Zurich, 22-24 August 2018. What is an Agile Organization and how transform your company in an Agile Organization with Scrum@Scale.
Acceleration & Focus - A Simple Approach to Faster ExecutionProjectCon
#projectcon #agilecon
PROJECTCON | AGILECON Midwest 2019 in Indianapolis on May 10, 2019
Presenter: Michael Hannan
Acceleration & Focus - A Simple Approach to Faster Execution
Many articles & books emphasize the importance of focus to getting more done, but not many offer proven techniques to achieve big jumps in focus for entire teams—and thus accelerate the speed of execution dramatically. This session will provide a simple, common-sense method to achieve such acceleration for teams of any size, and at any scale.
Event Website: https://projectconevent.com
LinkedIn: https://www.linkedin.com/company/projectcon-llc
Facebook: http://www.facebook.com/ProjectConEvent
Twitter: http://www.twitter.com/projectconevent
YouTube: https://www.youtube.com/channel/UCLLG1SGPs1L5YLoFndvGGhQ
Instagram: https://www.instagram.com/projectconevent
Presentation Slides: https://slideshare.com/projectcon
Post Event Trailer: https://youtu.be/1_RzFBnZ7bo
ProjectCon AgileCon Project Management
How To Handle Your Tech Debt Better - Sean MoirMike Harris
Technical Debt, Legacy Code, Legacy Systems … whatever you want to call it, is a common problem. It needs to be surfaced to the people whose lives it affects the most: the users; stakeholders; purse holders; and any other recipients of a poor experience. Through awareness of these issues, these stakeholders can understand and endorse a need to change.
Human made systems which once met a need and now cannot change to meet our emerging needs become like a tail wagging a dog. Who is in control here? The system? We humans created these systems - we ought to be able to change them. Note: this doesn’t just apply to technology.
In this session, Sean introduces a simple yet effective way to identify and prioritise what to work on, in a way which makes most sense for stakeholders and custodians.
- Given by Sean Moir for Ox:Agile Conference 2019.
Wednesday 6 March 2019
presented by
Andrew Wright, Frank Curtolo and Baney Young
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/quality-requirements-and-success-webinar/
The Sociotechnical Organisation Design Playbook - Nick Tune - Codemotion Amst...Codemotion
We know that functional silos are bad and we should be moving towards autonomous teams aligned with business capabilities. But what are business capabilities and how do we find them? In this talk you will learn about Sociotechnical Organisation Design patterns. Patterns for designing teams and the software systems they maintain. You will learn about plays to optimise your organisation design and software architecture for the specific needs of your business, whether your goal is delivery speed, efficiency, user experience, or something else.
The Missing Link Between Governance and Agile CultureJeremy Pullen
Governance and Agile have a common enemy -- the unwillingness of political organizations to make policies explicit. While there may be differences of opinion around the specificity and prescriptiveness of those policies, the fact remains that those in the governance and agile worlds share many common goals that should be used as a point of bridging between those two worlds.
Guy Martin, Senior Strategist with the Samsung Open Source Group, discusses how successful Open Source Projects need balance between their different areas of 'anatomy'.
Approaches and techniques to develop better software product when working with distributed teams, in different time zones and locations. Practical steps for enterprises and organizations to create better software faster and avoid the traps of institutionalized Agile.
* Distributed Agile
* legacy modernization
Introduction to Recipes for Agile Governance in the Enterprise (RAGE)Cprime
Large enterprises that develop software cannot function without structure, but often develop structures that cripple productivity and impair responsiveness to customer needs. This Webinar introduces an approach to building effective structures by introducing the concept of Agile governance.
Agile governance provides formalized practices for decision making (governance) which incorporate the principles of the Agile Manifesto and Lean Engineering. The result is a set of simple recipes for selecting, planning, organizing, and tracking work at all levels in the organization (the Portfolio, Program, and Project levels), which apply within or across Business Units. We also provide guidance on how to develop new recipes, when needed.
This webinar introduces the basic concepts of Agile governance. We will look at some existing concepts (such as Scrum of Scrums and SAFe), and lay the foundations for subsequent webinars that address specific scenarios of common interest.
Building the Dreadnought (£41bn - formally Successor - submarine class)
Adrian Ellis
APM Programme Management SIG Conference 2017,
02 March 17,
Rolls-Royce Learning and Development Centre
Derby
Story boarding, Handwritten recognition, Inductive, subductive, abductive met...Faisal Shahzad Khan
This assignments includes
Story boarding,
Handwritten recognition,
Inductive, subductive, abductive methods,
color theory,
eight golden rule of designing
Agile Lean Europe 2018 - Zurich, 22-24 August 2018. What is an Agile Organization and how transform your company in an Agile Organization with Scrum@Scale.
Acceleration & Focus - A Simple Approach to Faster ExecutionProjectCon
#projectcon #agilecon
PROJECTCON | AGILECON Midwest 2019 in Indianapolis on May 10, 2019
Presenter: Michael Hannan
Acceleration & Focus - A Simple Approach to Faster Execution
Many articles & books emphasize the importance of focus to getting more done, but not many offer proven techniques to achieve big jumps in focus for entire teams—and thus accelerate the speed of execution dramatically. This session will provide a simple, common-sense method to achieve such acceleration for teams of any size, and at any scale.
Event Website: https://projectconevent.com
LinkedIn: https://www.linkedin.com/company/projectcon-llc
Facebook: http://www.facebook.com/ProjectConEvent
Twitter: http://www.twitter.com/projectconevent
YouTube: https://www.youtube.com/channel/UCLLG1SGPs1L5YLoFndvGGhQ
Instagram: https://www.instagram.com/projectconevent
Presentation Slides: https://slideshare.com/projectcon
Post Event Trailer: https://youtu.be/1_RzFBnZ7bo
ProjectCon AgileCon Project Management
How To Handle Your Tech Debt Better - Sean MoirMike Harris
Technical Debt, Legacy Code, Legacy Systems … whatever you want to call it, is a common problem. It needs to be surfaced to the people whose lives it affects the most: the users; stakeholders; purse holders; and any other recipients of a poor experience. Through awareness of these issues, these stakeholders can understand and endorse a need to change.
Human made systems which once met a need and now cannot change to meet our emerging needs become like a tail wagging a dog. Who is in control here? The system? We humans created these systems - we ought to be able to change them. Note: this doesn’t just apply to technology.
In this session, Sean introduces a simple yet effective way to identify and prioritise what to work on, in a way which makes most sense for stakeholders and custodians.
- Given by Sean Moir for Ox:Agile Conference 2019.
Wednesday 6 March 2019
presented by
Andrew Wright, Frank Curtolo and Baney Young
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/quality-requirements-and-success-webinar/
The Sociotechnical Organisation Design Playbook - Nick Tune - Codemotion Amst...Codemotion
We know that functional silos are bad and we should be moving towards autonomous teams aligned with business capabilities. But what are business capabilities and how do we find them? In this talk you will learn about Sociotechnical Organisation Design patterns. Patterns for designing teams and the software systems they maintain. You will learn about plays to optimise your organisation design and software architecture for the specific needs of your business, whether your goal is delivery speed, efficiency, user experience, or something else.
The Missing Link Between Governance and Agile CultureJeremy Pullen
Governance and Agile have a common enemy -- the unwillingness of political organizations to make policies explicit. While there may be differences of opinion around the specificity and prescriptiveness of those policies, the fact remains that those in the governance and agile worlds share many common goals that should be used as a point of bridging between those two worlds.
Guy Martin, Senior Strategist with the Samsung Open Source Group, discusses how successful Open Source Projects need balance between their different areas of 'anatomy'.
Approaches and techniques to develop better software product when working with distributed teams, in different time zones and locations. Practical steps for enterprises and organizations to create better software faster and avoid the traps of institutionalized Agile.
* Distributed Agile
* legacy modernization
Introduction to Recipes for Agile Governance in the Enterprise (RAGE)Cprime
Large enterprises that develop software cannot function without structure, but often develop structures that cripple productivity and impair responsiveness to customer needs. This Webinar introduces an approach to building effective structures by introducing the concept of Agile governance.
Agile governance provides formalized practices for decision making (governance) which incorporate the principles of the Agile Manifesto and Lean Engineering. The result is a set of simple recipes for selecting, planning, organizing, and tracking work at all levels in the organization (the Portfolio, Program, and Project levels), which apply within or across Business Units. We also provide guidance on how to develop new recipes, when needed.
This webinar introduces the basic concepts of Agile governance. We will look at some existing concepts (such as Scrum of Scrums and SAFe), and lay the foundations for subsequent webinars that address specific scenarios of common interest.
Building the Dreadnought (£41bn - formally Successor - submarine class)
Adrian Ellis
APM Programme Management SIG Conference 2017,
02 March 17,
Rolls-Royce Learning and Development Centre
Derby
Story boarding, Handwritten recognition, Inductive, subductive, abductive met...Faisal Shahzad Khan
This assignments includes
Story boarding,
Handwritten recognition,
Inductive, subductive, abductive methods,
color theory,
eight golden rule of designing
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
Honest Reviews of Tim Han LMA Course Program.pptxtimhan337
Personal development courses are widely available today, with each one promising life-changing outcomes. Tim Han’s Life Mastery Achievers (LMA) Course has drawn a lot of interest. In addition to offering my frank assessment of Success Insider’s LMA Course, this piece examines the course’s effects via a variety of Tim Han LMA course reviews and Success Insider comments.
Lean Kanban India 2016 | Confronting the Challenge of Scale: Making Ants the Size of Elephants | Donald Reinertsen
1. Confronting the Challenge of Scale:
Making Ants the Size of Elephants
LKIN 2016
Bangalore, India
September 9, 2016
Donald G. Reinertsen
Reinertsen & Associates
600 Via Monte D’Oro
Redondo Beach, CA 90277 U.S.A.
(310)-373-5332
Internet: Don@ReinertsenAssociates.com
Twitter: @dreinertsen
www.ReinertsenAssociates.com
No part of this presentation may be reproduced
without the written permission of the author.
2. 2Copyright 2016, Reinertsen & Associates
The Fractal Hope
• Many phenomena follow power law
distributions, such as the Pareto
Distribution.
• Such distributions are scale independent.
• Therefore their problems, and their
solutions, are scale independent.
• Initially some people thought that Large-
Scale Scrum was just a fractal version of
Small-Scale Scrum.
7. 7Copyright 2016, Reinertsen & Associates
Boeing 777
• 5000 person team
• Global design effort
• 240 design/build teams
• 6 year development cycle
Colocate the Team, Let Them Self-
Organize, and Get Out of the Way?
8. 8Copyright 2016, Reinertsen & Associates
Exploring Scaling
• The advantages of scale
• The disadvantages of scale
• Countermeasures for these disadvantages
9. 9Copyright 2016, Reinertsen & Associates
Advantages of Scale
1. Scale is the only way to undertake large
projects.
2. It enables us invest in world-class
infrastructure.
3. It creates sufficient work to employ dedicated
specialists.
4. It enables you to develop deep local expertise.
5. It creates redundancy in key skill sets.
6. It smoothes stochastic behavior.
Why would you choose to visit a
hospital instead of a medical clinic?
10. 10Copyright 2016, Reinertsen & Associates
Disadvantages of Scale
1. Optimization – Local optimization no longer
produces system optimization.
2. Communications – Communication overhead
rises steeply.
3. Complexity – System behaviors change from
simple to complex and unpredictable.
4. Control – Feedback loops have ability to create
unstable behavior.
5. Motivation – It is easy to destroy initiative on
large scale projects.
6. Role definition – It is hard work to create clear
roles without creating silos.
11. 11Copyright 2016, Reinertsen & Associates
Optimization
• At small scale local optimization is identical to
system optimization.
• At large, scale costs and benefits are
dispersed.
• We need to understand and manage non-local
and time-delayed consequences.
• While our frame must extend beyond local
effects, it cannot extend to infinity.
13. 13Copyright 2016, Reinertsen & Associates
Communications
• 2n problem
• The number of links increases exponentially.
• Additional layers lead to a loss of fidelity.
• We will overdistribute information that is
irrelevant to many recipients.
• This creates needs for:
• Structure
• Increased information potency
• Effective communication policies
14. 14Copyright 2016, Reinertsen & Associates
The Most Important Property of a
Complex System is its Unpredictability
15. 15Copyright 2016, Reinertsen & Associates
Complex Engineered Systems
• We design many robust complex systems that work
well most of the time.
• It is critical to distinguish large scale and small scale
behavior.
• Predictability is a not uniform property over all
attributes and all time horizons.
• Large scale behavior can usually be controlled at
useful time horizons.
• Complex systems that work are not “merely
complicated, ” they are usually well-designed and
skillfully operated.
16. 16Copyright 2016, Reinertsen & Associates
Control
• In large systems cause and effect are separated
in place and time.
• The lag time between cause and effect creates
control problems.
• The inability to quickly perceive effects creates
confusion and delays correct responses.
• When we have too much gain in a feedback loop
we can create instability.
• Small batches and damping will improve control.
17. 17Copyright 2016, Reinertsen & Associates
Motivation
• Local players may not understand system level
consequences.
• Yet, they are given authority to act based on their
knowledge and beliefs.
• Sometimes their actions cause damage a system
level.
• We attribute this incorrect action to incompetence
and respond by reducing authority.
• If we had attributed to lack of information, we would
come up with a different solution.
• It is easy to destroy initiative in complex systems.
18. 18Copyright 2016, Reinertsen & Associates
Role Definition
• Much of the power of large scale comes
from specialization.
• Such specialization strengthens some
communications links and weakens
others.
• This can isolate specialists from other
parts of the organization creating silos.
• Silos can lead to uncovered tasks.
• Undefined roles can lead to swarming.
19. 19Copyright 2016, Reinertsen & Associates
Countermeasures
1. Architecture - Spend time on architecture.
2. Margin – Have margin in the system and the
organization.
3. System Model – Have a strong system model.
4. Appropriate Complexity – Don’t fear complexity.
5. Communications Networks – Build robust
networks.
6. Intent – Communicate intent.
20. 20Copyright 2016, Reinertsen & Associates
Architecture
• Architecture is a key tool.
• The high level design of the system.
• Choices in how we partition functionality
within the system.
• It is much more than a technical issue.
• Allows us to alter the cost of responding to:
• Changing requirements
• Changing technologies
• Interface definition, stability, and margin are key
issues.
21. 21Copyright 2016, Reinertsen & Associates
Margin
• Margin allows us to deal with variability.
• It allows us to absorb variation.
• It prevents transitions into instability
• Overfocus on efficiency leads to
insufficient margin.
22. 22Copyright 2016, Reinertsen & Associates
System Model
• At small scale it is easy for all actors to
understand the consequences of their
actions.
• At large scale we must work to achieve
this understanding.
• A system model is a key way to enable
local actors to understand the effects of
their actions.
• It needs to capture key not all effects.
23. 23Copyright 2016, Reinertsen & Associates
Making Economic Decisions
Waste
Cycle Time
Variability
Efficiency
Unit Cost
Value-Added
Revenue
Life Cycle
Profits
Economic SpaceProxy Variable Space
Transformations
24. 24Copyright 2016, Reinertsen & Associates
Engineer Supervisor Program
Manager
$300
$2,500
$600
Dollars
per Pound
Trading Weight for Product Cost
Boeing 777
25. 25Copyright 2016, Reinertsen & Associates
Appropriate Complexity
• The Law of Requisite Variety.
• Complex problems demand complex
solutions.
• Complexity enables stability in the
presence of uncertainty.
• Complex systems use feedback loops to
deal with unpredicted behavior.
26. 26Copyright 2016, Reinertsen & Associates
Communications
• Communications networks must be well-
designed.
• They are often unique to needs of a
project.
• Quality is usually more important than
quantity.
28. 28Copyright 2016, Reinertsen & Associates
MBWA
• Management by Wandering About/Around
• Vital to the old HP
• Permeated the entire organization
• Huge multiplier effect
• Big effect on formal channels
• Emphasis on face-to-face communications
• Rich non-textual content
29. 29Copyright 2016, Reinertsen & Associates
Intent
• Warfare is a complex domain.
• You cannot plan for all contingencies.
• The military maintains alignment using a
method called Commander’s Intent.
30. 30Copyright 2016, Reinertsen & Associates
Commander’s Intent
Auftragstaktik
• Tell people WHY they are doing things, not
what to do and how to do it.
• What end state is trying to be achieved?
• What goal, larger than the battle itself, are
we trying to achieve?
• Understand the Commander’s Intent at
least two levels up in the organization.
• If you know WHY you are doing things,
you can adapt to changing conditions.
31. 31Copyright 2016, Reinertsen & Associates
Boeing 777
• System models
• Interface Control Documents
• Mass communications meetings
• Design/Build Teams
• Specialized resources
• Budgets
• Trade-off rules
32. 32Copyright 2016, Reinertsen & Associates
Take Aways
1. Pay attention to architecture.
2. Use margin everywhere.
3. Develop strong system models.
4. Embrace complexity.
5. Spend lots of time on communications.
• Practice MBWA.
6. Communicate intent and meaning.
33. 1991 / 1997 1997 2009
Going Further
Print + Kindle
Print + Kindle
Print Only
33