The document discusses paradigm shifts in software development, highlighting the evolution from traditional manufacturing-like processes to more adaptive methodologies like Scrum. It emphasizes the ideas of influential thinkers such as Henry Mintzberg, who critiques conventional management education and advocates for experiential learning. Additionally, it connects agile principles to the Chinese philosophy of Yin and Yang, suggesting that agile practices are shaped by balancing opposing elements in project management.

1. Paradigm Shifts :not only software Linchuan Scrum Assembling in Chengdu May 23, 2009

2. The Kuhnian View of Scrum Thomas Kuhn Paradigm Shifts in software development Software development saw a paradigm shift in the late 80s, when is was assumed that software behaved and could be controlled like a manufacturing product (defined process) At present? Scrum? How about to zoom out? Shift in the world not only software

3. Paradigm Shifts Michael Porter, Peter Drucker  Tom Peters, Henry Mintzberg Defined to empirical Digital to Analogue Mathematic Analysis to Bio-Inspired Computation SO, What is Behind?

4. Michael Porter, Peter Drucker  Tom Peters, Henry Mintzberg

5. Henry Mintzberg Henry Mintzberg writes prolifically on the topics of management and business strategy, with more than 150 articles and fifteen books to his name. His seminal book, The Rise and Fall of Strategic Planning ( Mintzberg 1994 ) , criticizes some of the practices of strategic planning today and is considered required reading for anyone[ citation needed ] who seriously wants to consider taking on a strategy-making role within their organization. He recently published a book entitled Managers Not MBAs ( Mintzberg 2004 ) which outlines what he believes to be wrong with management education today. Rather controversially, Mintzberg claims that prestigious graduate management schools like Harvard Business School and the Wharton Business School at the University of Pennsylvania are obsessed with numbers and that their overzealous attempts to make management a science are damaging the discipline of management. Mintzberg advocates more emphasis on post graduate programs that educate practicing managers (rather than students with little real world experience) by relying upon action learning and insights from their own problems and experiences. (See http:// www.impm.org / and http:// www.CoachingOurselves.com / ) Ironically, although Professor Mintzberg is quite critical about the strategy consulting business, he has twice won the McKinsey Award for publishing the best article in the Harvard Business Review . Also, he is credited with co-creating the organigraph , which is taught in business schools. [2]

6. Managers, not MBAs

7. Henry Mintzberg Is Crazy That's what the Frankfurt journalist said. (Okay, more or less.) A radical. On the fringe. I know Henry Mintzberg. And he is not crazy. Michael Porter? The late Peter Drucker? They're my candidates for crazy.

8. Michael Porter's world is Bond's world, in a way. Think logically, develop a plan ... and succeed My world (and Herb Simon's) is about doing the best you can in the midst of near chaos and madness—and hoping things work out in a mostly satisfactory fashion.

9. Tom Peters

10. Linearist to Non-linearist

23. Defined to empirical Waterfall to Scrum

24. Digital to Analogue Von Neumann to Next Generation Computer resistor , capacitor , and inductor Memristor Unlike those three elements, which are allowed in linear time-invariant or LTI system theory , memristors are nonlinear and may be described by any of a variety of time-varying functions of net charge. These devices are being developed for application in nanoelectronic memories, computer logic, and neuromorphic computer architectures

25. Mathematic Analysis to Bio-Inspired Computation

26. Metaphor_between_Scrum_and_ANN w Let it figure out the solution by itself. BP-ANN has been proven, so how about Scrum? Form the team Design topology of the neural network Keep the team intact Keep weights carefully What do you need to do in Scrum/ANN to get solutions? No command-control No analytic methodology Customize the framework design learning algorithm Define Product Backlog and Definition of Done Define solution and problem space Self management Self learning Retrospective Back-Propagation Definition of Done Learning Criteria Sprint Learning iteration executable software Solution Space Product Backlog Problem space individual capability Active function teammate relationship weight team member neuron Scrum team Neural network Scrum ANN

27. What is behind? Taoism The misunderstanding on “ 道法自然” for thousand years. Does Tao follow “Nature” ?

28. Yin Yang The Chinese philosophy of yin yang is based on four laws. Yin and Yang are opposing. Yin and yang describe the polar effects of phenomena. For instance, winter and summer would be the yin and yang for the year. Yin and Yang are mutually rooted . They are complementary qualities that make up the whole phenomena, just as daylight and night together make up a single day. Yin and Yang mutually transform. That is, a change in one quality causes change in the other. For example, snow melting in the spring cause a rise in the river. Yin and Yang mutually wax and wane. There is a dynamic equilibrium between Yin and Yang; even as winter days grow shorter, the night grows longer.

29. Agile Principles Individuals and Interactions & Process and Tools Working Software & Documentation Collaboration & Contract Negotiation Responding to Change & Following a Plan

30. Yin Yang & Project Management Just as yin cannot exist without yang, the elements that agile practitioners value (working software, collaboration, change, and interactions) do not exist without their corresponding yang (documentation, contracts, plans, and process). These mutually inclusive agile principles also follow the laws of yin and yang. Agile principles are opposing: there must be a plan but the plan will change. Agile principles are mutually rooted: the contract, whether implied or explicit, will require negotiation, so invite the customer to collaborate with the team. Agile principles mutually transform: the team needs some sort of blueprint of what to build but only as much as makes sense and is reasonable to maintain. Finally, Agile principles wax and wane: all software teams need processes and tools to know their boundaries but individuals interacting daily build the best software. --- Jann P. Thomas , 07 Jan 2009