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Process iceberg
The document discusses the "process iceberg" concept which views processes as having visible and invisible elements. It argues that while processes are defined to achieve organizational and economic goals, they are primarily influenced by psychological and sociological factors. It advocates for Agile principles which better reflect human nature through iteration, collaboration and responding to change. If processes adopt Agile paradigms focusing on these human aspects, it could contribute significantly to productivity and economic growth.
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Process iceberg
- 1. CDG-SMT/EMT | 1/28/2013| © Robert Bosch GmbH 2013. All rights reserved, also regarding any disposal, exploitation, reproduction, editing, distribution, as well as in the event of applications for industrial property rights. The Process Iceberg Cross Divisional Group - Software, Methods and Tools 1 THE PROCESS ICEBERG Christof Hammel http://www.kimberlyemerson.com/wp-content/uploads/2013/04/Iceberg.jpg
- 2. CDG-SMT/EMT | 1/28/2013| © Robert Bosch GmbH 2013. All rights reserved, also regarding any disposal, exploitation, reproduction, editing, distribution, as well as in the event of applications for industrial property rights. Cross Divisional Group - Software, Methods and Tools 2 The Process Iceberg Outline The SOAP BOX story Process from a CONTROLLER perspective Process from an ICEBERG perspective Process from a PSYCHOSOCIAL perspective
- 3. CDG-SMT/EMT | 1/28/2013| © Robert Bosch GmbH 2013. All rights reserved, also regarding any disposal, exploitation, reproduction, editing, distribution, as well as in the event of applications for industrial property rights. Cross Divisional Group - Software, Methods and Tools 3 The SOAP BOX story The Process Iceberg http://www.screanews.us/SamSites/JpgLoveWheels/SoapBoxRacer01.jpg
- 4. CDG-SMT/EMT | 1/28/2013| © Robert Bosch GmbH 2013. All rights reserved, also regarding any disposal, exploitation, reproduction, editing, distribution, as well as in the event of applications for industrial property rights. Cross Divisional Group - Software, Methods and Tools 4 The Process Iceberg The “Soap Box” Process Budget: Pocket money only Tools: Available in father´s home workshop Working hours: in available free-time Management: Self organization Compliance: Obey rules in father´s workshop
- 5. CDG-SMT/EMT | 1/28/2013| © Robert Bosch GmbH 2013. All rights reserved, also regarding any disposal, exploitation, reproduction, editing, distribution, as well as in the event of applications for industrial property rights. Cross Divisional Group - Software, Methods and Tools 5 The Process Iceberg Build 1st prototype Deliver prototype as test candidate Gather experience in non-critical environment Iteration 1 Collect material from bulky waste
- 6. CDG-SMT/EMT | 1/28/2013| © Robert Bosch GmbH 2013. All rights reserved, also regarding any disposal, exploitation, reproduction, editing, distribution, as well as in the event of applications for industrial property rights. The Process Iceberg Cross Divisional Group - Software, Methods and Tools 6 Rework concept Build next version 0.2 Run functional and non-functional tests Check for compliance Iteration 2
- 7. CDG-SMT/EMT | 1/28/2013| © Robert Bosch GmbH 2013. All rights reserved, also regarding any disposal, exploitation, reproduction, editing, distribution, as well as in the event of applications for industrial property rights. The Process Iceberg Cross Divisional Group - Software, Methods and Tools 7 Rework construction again Refine design Build version 0.9 Run tests on incomplete version Iteration 3
- 8. CDG-SMT/EMT | 1/28/2013| © Robert Bosch GmbH 2013. All rights reserved, also regarding any disposal, exploitation, reproduction, editing, distribution, as well as in the event of applications for industrial property rights. Cross Divisional Group - Software, Methods and Tools 8 The Process Iceberg Improve and complete final concept Complete implementation Run acceptance tests Iteration 4
- 9. CDG-SMT/EMT | 1/28/2013| © Robert Bosch GmbH 2013. All rights reserved, also regarding any disposal, exploitation, reproduction, editing, distribution, as well as in the event of applications for industrial property rights. Cross Divisional Group - Software, Methods and Tools 9 The Process Iceberg Process Goals Myself: Soap Box, Racing Release Race Organization: Schedule Date Father, Race committee: Rules Compliance
- 10. CDG-SMT/EMT | 1/28/2013| © Robert Bosch GmbH 2013. All rights reserved, also regarding any disposal, exploitation, reproduction, editing, distribution, as well as in the event of applications for industrial property rights. Cross Divisional Group - Software, Methods and Tools 10 Process Team Controller System The Process Iceberg - Business Goals - Requirements - Budget - Ideas, Releases - Release date - Cost, Profit Team Dynamics Feedback Delay Disturbance Distur- bance Process as Controller +/-
- 11. CDG-SMT/EMT | 1/28/2013| © Robert Bosch GmbH 2013. All rights reserved, also regarding any disposal, exploitation, reproduction, editing, distribution, as well as in the event of applications for industrial property rights. Cross Divisional Group - Software, Methods and Tools 11 The Process Iceberg Process definitions are done to achieve > Organizational > Economical > Technical But: Process definitions are mainly on > Psychological > Sociological Goals Level
- 12. CDG-SMT/EMT | 1/28/2013| © Robert Bosch GmbH 2013. All rights reserved, also regarding any disposal, exploitation, reproduction, editing, distribution, as well as in the event of applications for industrial property rights. Cross Divisional Group - Software, Methods and Tools 12 The Process Iceberg http://www.kimberlyemerson.com/wp-content/uploads/2013/04/Iceberg.jpg
- 13. CDG-SMT/EMT | 1/28/2013| © Robert Bosch GmbH 2013. All rights reserved, also regarding any disposal, exploitation, reproduction, editing, distribution, as well as in the event of applications for industrial property rights. Cross Divisional Group - Software, Methods and Tools 13 The Process Iceberg Working Hours Behavior Results Ideas Release Human > Behavior > Results http://www.kimberlyemerson.com/wp-content/uploads/2013/04/Iceberg.jpg
- 14. CDG-SMT/EMT | 1/28/2013| © Robert Bosch GmbH 2013. All rights reserved, also regarding any disposal, exploitation, reproduction, editing, distribution, as well as in the event of applications for industrial property rights. Cross Divisional Group - Software, Methods and Tools 14 The Process Iceberg Working Hours Behavior Results Ideas Release Human > Behavior > Results Values Emotions Human Needs Thoughts Human Nature Character Culture Education Competence Beliefs Habits Human > Characteristics http://www.kimberlyemerson.com/wp-content/uploads/2013/04/Iceberg.jpg
- 15. CDG-SMT/EMT | 1/28/2013| © Robert Bosch GmbH 2013. All rights reserved, also regarding any disposal, exploitation, reproduction, editing, distribution, as well as in the event of applications for industrial property rights. Cross Divisional Group - Software, Methods and Tools 15 The Process Iceberg Working Hours Behavior Results Ideas Release Human > Behavior > Results Values Emotions Human Needs Thoughts Human Nature Character Culture Education Competence Beliefs Habits Human > Characteristics PROCESS http://www.kimberlyemerson.com/wp-content/uploads/2013/04/Iceberg.jpg
- 16. CDG-SMT/EMT | 1/28/2013| © Robert Bosch GmbH 2013. All rights reserved, also regarding any disposal, exploitation, reproduction, editing, distribution, as well as in the event of applications for industrial property rights. Cross Divisional Group - Software, Methods and Tools 16 The Process Iceberg Human Characteristics • learning from experiences and from mistakes • iterative, try-and-error • perceptual • learn from others, role models Human Operation • Purpose (for life/others) • Recognition, Status, Respect • Autonomy • Education, Promotion, Growth, Mastery • Personal fulfillment Human Needs • Dislike feeling of being controlled, manipulated • Fear of rejection • Appreciates transparency, trust Human Nature http://upload.wikimedia.org/wikipedia/commons/6/64/Creaci%C3%B3n_de_Ad %C3%A1n_%28Miguel_%C3%81ngel%29.jpg
- 17. CDG-SMT/EMT | 1/28/2013| © Robert Bosch GmbH 2013. All rights reserved, also regarding any disposal, exploitation, reproduction, editing, distribution, as well as in the event of applications for industrial property rights. Cross Divisional Group - Software, Methods and Tools 17 Individuals and interactions over processes and tools The Process Iceberg Customer collaboration over contract negotiation • Information, trust • learn from others • perceptual Customer collaboration interactions Agile Manifesto TRUST
- 18. CDG-SMT/EMT | 1/28/2013| © Robert Bosch GmbH 2013. All rights reserved, also regarding any disposal, exploitation, reproduction, editing, distribution, as well as in the event of applications for industrial property rights. Cross Divisional Group - Software, Methods and Tools 18 Responding to change over following a plan • learning from experiences and from mistakes • iterative, try-and-error Responding to change The Process Iceberg ITERATION Agile Manifesto
- 19. CDG-SMT/EMT | 1/28/2013| © Robert Bosch GmbH 2013. All rights reserved, also regarding any disposal, exploitation, reproduction, editing, distribution, as well as in the event of applications for industrial property rights. Cross Divisional Group - Software, Methods and Tools 19 Working software over comprehensive documentation • Purpose • Status, Respect, Prestige • Mastery Working software The Process Iceberg PURPOSE Agile Manifesto
- 20. CDG-SMT/EMT | 1/28/2013| © Robert Bosch GmbH 2013. All rights reserved, also regarding any disposal, exploitation, reproduction, editing, distribution, as well as in the event of applications for industrial property rights. Cross Divisional Group - Software, Methods and Tools 20 The Process Iceberg Agility increases Productivity
- 21. CDG-SMT/EMT | 1/28/2013| © Robert Bosch GmbH 2013. All rights reserved, also regarding any disposal, exploitation, reproduction, editing, distribution, as well as in the event of applications for industrial property rights. Cross Divisional Group - Software, Methods and Tools 21 The Process Iceberg Steam engine Railway Steel Electricity Chemistry Automobile Petrochemistry Information Technology Psychosocial Health (Agile) 1800 1850 1900 1950 1990 2015 6th Kondratiev5th Kondratiev4th Kondratiev3rd Kondratiev2nd Kondratiev1st Kondratiev Kondratiev waves Kondratiev waves: Innovation Productivity increase Growth Productivity increase through technology & money is limited. Further progress possible through psycho-social innvovation: (Cooperation, communication, motivation, purpose, knowledge-management, creativity, responsibility, trust, conflict-management, health-care)
- 22. CDG-SMT/EMT | 1/28/2013| © Robert Bosch GmbH 2013. All rights reserved, also regarding any disposal, exploitation, reproduction, editing, distribution, as well as in the event of applications for industrial property rights. Cross Divisional Group - Software, Methods and Tools 22 The Process Iceberg Summary Process development requires psychosocial competence Agile reflects human nature Agile paradigms have a high productivity potential (e.g. trust) Agile will contribute to the 6th Kondratiev cycle in 21st century A new science will arise: “Psycho-Social-Technology”
- 23. CDG-SMT/EMT | 1/28/2013| © Robert Bosch GmbH 2013. All rights reserved, also regarding any disposal, exploitation, reproduction, editing, distribution, as well as in the event of applications for industrial property rights. Cross Divisional Group - Software, Methods and Tools 23 The Process Iceberg Exploit the productivity potential in psycho-social innovation !
Editor's Notes
- #5 At that time, I had no glue about Software processes agile development … I simply worked in the natural way from what I thought works best Motivation: Mastery: impress girls from the neiborhood see on TED-talks the talk from Daniel Pink
- #6 Not yet compliance considered (brake not working on all underground, steering does not fulfill safety aspects)
- #7 Non-functional tests: stability Check compliance: weight
- #10 At that time, I had no glue about Software processes agile development … I simply worked in the natural way from what I thought works best Motivation: Mastery: impress girls from the neiborhood see on TED-talks the talk from Daniel Pink
- #11 I had many classes during my studies about contoller design and the professor always emphasized: Most Important is to analyze and understand the dynamical behavior of the control path or the controlled system. Only then you can find that controller fitting best to this plant. Process acts like a “controller” in the system of people, teams, organisations. But as process are considered all rules in an organisation: Values Policies Business Process Development process Project tracing: PDCA ( plan–do–check–act ), QCDF (Quality, Cost, Date, Function) The question is: which controller (process) fits best for the plant (system) to be controlled what produces the best results (adherence to schedules, quality, sustainability,…)
- #12 Processes define how teams & people interact People solving problems People organizing their work People meeting People communicating and exchanging information People learning and gathering knowledge Processes are strongly related to Psychology and Sociology
- #13 We usually only talk and observe the iceberg above the waterline: Process behaviour communication results But there is much more below the waterline: Human nature Human needs Culture Education believes values character competence thoughts emotions habits …
- #14 We usually only talk and observe the iceberg above the waterline: Process behaviour communication results But there is much more below the waterline: Human nature Human needs Culture Education believes values character competence thoughts emotions habits …
- #15 We usually only talk and observe the iceberg above the waterline: Process behaviour communication results But there is much more below the waterline: Human nature Human needs Culture Education believes values character competence thoughts emotions habits …
- #16 We usually only talk and observe the iceberg above the waterline: Process behaviour communication results But there is much more below the waterline: Human nature Human needs Culture Education believes values character competence thoughts emotions habits …
- #22 Growth in the long Kondratiev cycles was not just caused by the turnover and revenue WITH the new technology, BUT: by the turnover and revenue possible through the new technology: e.g.: productivity increase through computers and IT in administration, service, management, production Produktionsfortschritte erzielt man heute nicht mehr in erster Linie durch noch bessere Hardware, durch noch bessere Technik oder durch besseren Zugang zu Fremdkapital. Die wirklichen Durchbrüche in der Produktivität, in Größenordnungen von 30, 100 bis zu 1000 Prozent, erreicht man dadurch, daß man die Art und Weise, wie Menschen zusammenarbeiten, anders gestaltet: Umorganisation in Richtung Gruppenarbeit Das Knappheitsfeld nach dem Ende des fünften Kondratieffs ist, dass wir nicht effizient genug mit Informationen umgehen, weil wir zu wenig wissen, um ein Problem zu lösen, weil wir nicht motiviert sind, unser Wissen einzubringen, oder weil schlechte soziale Beziehungen verhindern, dass wir die arbeitsteiligen Ergebnisse der Informationstätigkeit zusammenführen. Am Ende des schulischen Strukturwandels steht nicht der gehorsame, dressierte Industriearbeiter (bis zum vierten Kondratieff), auch nicht der sich selbst verwirklichende Individualist, der nach der Aufhebung allgemein gültiger gesellschaftlicher Konventionen hauptsächlich seine Interessen verfolgt (fünfter Kondratieff), sondern die selbstständige, verantwortliche Persönlichkeit, die sowohl strukturierte Arbeit effizient erledigt als auch mit anderen kooperativ und kreativ zusammenarbeitet (sechster Strukturzyklus).
- #23 fdg
- #24 fdg