The document is a resume for Thomas H. Brayden III, an accomplished RF Engineer with over 13 years of experience in the wireless industry. He has held several senior engineering roles at major wireless carriers and has expertise in technologies such as LTE, HSPA+, UMTS, GSM. He also has experience in engineering instruction and advanced degrees in wireless communications.
If we are agile, why do we need managers (code camp, 10.14)Ron Lichty
A common misconception about agile is that managers are unnecessary. After all, agile is based on self-organizing teams. If the teams organize themselves, what do managers do?
Unfortunately, most scrum training plays into that. Think about it: how many trainers or coaches have you seen sketch the structure of a scrum team with a drawing that includes a manager? While there's always a scrum master and a product owner, the core team and maybe some stakeholders, have you ever seen a manager in that drawing?
This misconception can be a problem all around: A frequently cited barrier to agile adoption is managers who don't know what to do when their teams become self-managing. When they're not included in training, how would they (or anyone else, for that matter) know how to characterize their role. At the same time, organizations often lay down expectations of managers, some compatible with agile, some not.
Agile has clearly shifted the old roles and responsibilities. Managers bent on command-and-control are clearly a barrier to agile adoption. But managers who take a hands-off approach or are treading water in a sea of ambiguity will almost certainly stymie adoption, as well.
Ron Lichty believes (and so do a lot of the early agile thought leaders) that managers have critical roles to play in enabling success, both of transitions to agile and of agile itself. This session is about those roles.
Lean Software Development: On Radiators and RefrigeratorsJason Yip
The document discusses the results of a study on the effects of exercise on memory and thinking abilities in older adults. The study found that regular exercise can help reduce the decline in thinking abilities that often occurs with age. Specifically, aerobic exercise was shown to improve executive function and memory in the study participants between the ages of 60-75 who exercised at least 30 minutes per day for 6 months.
Think Like an Agilist - Agile Sydney 2014Jason Yip
Culture is not just visible artefacts and behaviour, value statements, and culture books. The foundation of culture is our underlying mental processes, beliefs, and assumptions.
Think Like an Agilist is an exercise using difficult scenarios, and think-aloud protocol, to expose and allow us to examine and practice adjusting our assumptions (aka culture).
Agile Sydney 2014 version.
Prioritise: Kanban Recipe for Success Step 5Jason Yip
This document discusses prioritizing work in Kanban by focusing on delivering value over quantity. It suggests prioritizing based on return on investment by calculating the cost of delaying features versus their value. Methods mentioned include having the product owner prioritize, debate and consensus, and using a weighted shortest job first approach based on cost of delay divided by duration.
Becoming an Agile Manager (Agile Camp, 9.21.13), by Ron LichtyRon Lichty
A common misconception about agile is that managers are unnecessary. After all, agile is based on self-organizing teams. If the teams organize themselves, what do managers do?
Unfortunately, most scrum training plays into that. Think about it: how many trainers or coaches have you seen sketch the structure of a scrum team with a drawing that includes a manager? While there's always a scrum master and a product owner, the core team and maybe some stakeholders, have you ever seen a manager in that drawing?
This misconception can be a problem all around: A frequently cited barrier to agile adoption is managers who don't know what to do when their teams become self-managing. When they're not included in training, how would they (or anyone else, for that matter) know how to characterize their role. At the same time, organizations often lay down expectations of managers, some compatible with agile, some not.
Agile has clearly shifted the old roles and responsibilities. Managers bent on command-and-control are clearly a barrier to agile adoption. But managers who take a hands-off approach or are treading water in a sea of ambiguity will almost certainly stymie adoption, as well.
Ron Lichty believes (and so do a lot of leading agile thought leaders) that managers have critical roles to play in enabling success, both of transitions to agile and of agile itself. This session is about those roles.
Becoming an Agile Manager (bay scrum, 10.24.13)Ron Lichty
A common misconception about agile is that managers are unnecessary. After all, agile is based on self-organizing teams. If the teams organize themselves, what do managers do?
Unfortunately, most scrum training plays into that. Think about it: how many trainers or coaches have you seen sketch the structure of a scrum team with a drawing that includes a manager? While there's always a scrum master and a product owner, the core team and maybe some stakeholders, have you ever seen a manager in that drawing?
This misconception can be a problem all around: A frequently cited barrier to agile adoption is managers who don't know what to do when their teams become self-managing. When they're not included in training, how would they (or anyone else, for that matter) know how to characterize their role. At the same time, organizations often lay down expectations of managers, some compatible with agile, some not.
Agile has clearly shifted the old roles and responsibilities. Managers bent on command-and-control are clearly a barrier to agile adoption. But managers who take a hands-off approach or are treading water in a sea of ambiguity will almost certainly stymie adoption, as well.
Ron Lichty believes (and so do a lot of leading agile thought leaders) that managers have critical roles to play in enabling success, both of transitions to agile and of agile itself. This session is about those roles.
Product owners - how to get your development team to love you (product school...Ron Lichty
Product managers and product owners can engage and motivate their teams to delight customers - or they can distract and dishearten their teams.
Ron Lichty has been a product manager, a CTO, and a VP leading both development organizations and product teams. As a development leader, he regards product managers who "get it" as key partners.
Here are 16 ways to engage and motivate product teams - to ensure that together that you delight customers!
BIo:
Ron Lichty has, for 30-plus years, championed delighting customers. He believes that strong product/engineering collaboration is essential to achieving that goal. Ron co-authored the Addison-Wesley book Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams (http://www.ManagingTheUnmanageable.net) and annually coauthors the Study of Product Team Performance (http://www.ronlichty.com/study.html).
Ron spent seven years as a programmer, two years as a product manager, and 25 years managing product and development organizations at all levels - to VP of engineering, VP of product and CTO - at companies ranging in size from tiny startups to Charles Schwab,Stanford, and Apple.
He now consults across that realm, taking on fractional interim VP Engineering and acting CTO roles, training teams in agile, training managers in managing software people and teams, and coaching development teams and executives in making software development hum. (http://www.ronlichty.com)
Ron has long been a popular speaker at product, development and agile meetups and conferences. Ron@RonLichty.com
The document is a resume for Thomas H. Brayden III, an accomplished RF Engineer with over 13 years of experience in the wireless industry. He has held several senior engineering roles at major wireless carriers and has expertise in technologies such as LTE, HSPA+, UMTS, GSM. He also has experience in engineering instruction and advanced degrees in wireless communications.
If we are agile, why do we need managers (code camp, 10.14)Ron Lichty
A common misconception about agile is that managers are unnecessary. After all, agile is based on self-organizing teams. If the teams organize themselves, what do managers do?
Unfortunately, most scrum training plays into that. Think about it: how many trainers or coaches have you seen sketch the structure of a scrum team with a drawing that includes a manager? While there's always a scrum master and a product owner, the core team and maybe some stakeholders, have you ever seen a manager in that drawing?
This misconception can be a problem all around: A frequently cited barrier to agile adoption is managers who don't know what to do when their teams become self-managing. When they're not included in training, how would they (or anyone else, for that matter) know how to characterize their role. At the same time, organizations often lay down expectations of managers, some compatible with agile, some not.
Agile has clearly shifted the old roles and responsibilities. Managers bent on command-and-control are clearly a barrier to agile adoption. But managers who take a hands-off approach or are treading water in a sea of ambiguity will almost certainly stymie adoption, as well.
Ron Lichty believes (and so do a lot of the early agile thought leaders) that managers have critical roles to play in enabling success, both of transitions to agile and of agile itself. This session is about those roles.
Lean Software Development: On Radiators and RefrigeratorsJason Yip
The document discusses the results of a study on the effects of exercise on memory and thinking abilities in older adults. The study found that regular exercise can help reduce the decline in thinking abilities that often occurs with age. Specifically, aerobic exercise was shown to improve executive function and memory in the study participants between the ages of 60-75 who exercised at least 30 minutes per day for 6 months.
Think Like an Agilist - Agile Sydney 2014Jason Yip
Culture is not just visible artefacts and behaviour, value statements, and culture books. The foundation of culture is our underlying mental processes, beliefs, and assumptions.
Think Like an Agilist is an exercise using difficult scenarios, and think-aloud protocol, to expose and allow us to examine and practice adjusting our assumptions (aka culture).
Agile Sydney 2014 version.
Prioritise: Kanban Recipe for Success Step 5Jason Yip
This document discusses prioritizing work in Kanban by focusing on delivering value over quantity. It suggests prioritizing based on return on investment by calculating the cost of delaying features versus their value. Methods mentioned include having the product owner prioritize, debate and consensus, and using a weighted shortest job first approach based on cost of delay divided by duration.
Becoming an Agile Manager (Agile Camp, 9.21.13), by Ron LichtyRon Lichty
A common misconception about agile is that managers are unnecessary. After all, agile is based on self-organizing teams. If the teams organize themselves, what do managers do?
Unfortunately, most scrum training plays into that. Think about it: how many trainers or coaches have you seen sketch the structure of a scrum team with a drawing that includes a manager? While there's always a scrum master and a product owner, the core team and maybe some stakeholders, have you ever seen a manager in that drawing?
This misconception can be a problem all around: A frequently cited barrier to agile adoption is managers who don't know what to do when their teams become self-managing. When they're not included in training, how would they (or anyone else, for that matter) know how to characterize their role. At the same time, organizations often lay down expectations of managers, some compatible with agile, some not.
Agile has clearly shifted the old roles and responsibilities. Managers bent on command-and-control are clearly a barrier to agile adoption. But managers who take a hands-off approach or are treading water in a sea of ambiguity will almost certainly stymie adoption, as well.
Ron Lichty believes (and so do a lot of leading agile thought leaders) that managers have critical roles to play in enabling success, both of transitions to agile and of agile itself. This session is about those roles.
Becoming an Agile Manager (bay scrum, 10.24.13)Ron Lichty
A common misconception about agile is that managers are unnecessary. After all, agile is based on self-organizing teams. If the teams organize themselves, what do managers do?
Unfortunately, most scrum training plays into that. Think about it: how many trainers or coaches have you seen sketch the structure of a scrum team with a drawing that includes a manager? While there's always a scrum master and a product owner, the core team and maybe some stakeholders, have you ever seen a manager in that drawing?
This misconception can be a problem all around: A frequently cited barrier to agile adoption is managers who don't know what to do when their teams become self-managing. When they're not included in training, how would they (or anyone else, for that matter) know how to characterize their role. At the same time, organizations often lay down expectations of managers, some compatible with agile, some not.
Agile has clearly shifted the old roles and responsibilities. Managers bent on command-and-control are clearly a barrier to agile adoption. But managers who take a hands-off approach or are treading water in a sea of ambiguity will almost certainly stymie adoption, as well.
Ron Lichty believes (and so do a lot of leading agile thought leaders) that managers have critical roles to play in enabling success, both of transitions to agile and of agile itself. This session is about those roles.
Product owners - how to get your development team to love you (product school...Ron Lichty
Product managers and product owners can engage and motivate their teams to delight customers - or they can distract and dishearten their teams.
Ron Lichty has been a product manager, a CTO, and a VP leading both development organizations and product teams. As a development leader, he regards product managers who "get it" as key partners.
Here are 16 ways to engage and motivate product teams - to ensure that together that you delight customers!
BIo:
Ron Lichty has, for 30-plus years, championed delighting customers. He believes that strong product/engineering collaboration is essential to achieving that goal. Ron co-authored the Addison-Wesley book Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams (http://www.ManagingTheUnmanageable.net) and annually coauthors the Study of Product Team Performance (http://www.ronlichty.com/study.html).
Ron spent seven years as a programmer, two years as a product manager, and 25 years managing product and development organizations at all levels - to VP of engineering, VP of product and CTO - at companies ranging in size from tiny startups to Charles Schwab,Stanford, and Apple.
He now consults across that realm, taking on fractional interim VP Engineering and acting CTO roles, training teams in agile, training managers in managing software people and teams, and coaching development teams and executives in making software development hum. (http://www.ronlichty.com)
Ron has long been a popular speaker at product, development and agile meetups and conferences. Ron@RonLichty.com
AIPMM talk - chaos to clarity: managing the unmanageable, ron lichty, 12.7.12Ron Lichty
Good software management:
⁃ How to recognize it when you see it
⁃ How to encourage it
⁃ How to encourage senior management to encourage it
⁃ How to collaborate with it effectively
What does good software development management look like?
How do good programming managers motivate their teams?
What are programming managers bedeviled by?
How are programming managers tormented by product managers?
What are the forces that cause discord between product and software development managers?
What can be done about feature creep and late changing requirements?
Why do so many parts of organizations expect feature requirements to change but not delivery schedules?
What are objectives shared between programming managers and product managers that could encourage collaboration?
What would happen if programming managers and product managers formed mutual admiration societies with each other?
Transforming chaos to clarity - acm 6.15Ron Lichty
Does your software development feel chaotic?
If you have ever been dissatisfied with your software development flow - if you would like to figure out how to avoid chaos - this is a presentation for you!
Ron Lichty has found himself repeatedly called in as the cavalry to help development groups stuck in confusion. A recognized engineering leader, Ron says, “I've found that I excel at coming in cold, identifying the causes of chaos, untangling organizational knots, creating roadmaps everyone can follow, building communications with other parts of the organization, and getting teams productive and focused on delivery, quality and customers.” He adds, “With a few pointers, any team member can more deeply diagnose their team.”
Ron is author of Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams, which has been compared by reviewers to Fred Brooks’ The Mythical Man Month. After managing software and product organizations for 25 years, Ron has catered his leadership roles to the needs of his clients, including interim VP Engineering and acting CTO roles.
Six years ago, Ron began training teams in agile and a year ago training managers in the nuances of managing software people and teams, whether in waterfall environments, or iterative or agile ones.
If you would like to become an effective agile team member then you'll want to attend this presentation. We’ll look at agile trends, software team pain points, product team solutions, and how every team member contributes to making teams excel.
Drawing from his experience with dozens of product development organizations, Ron will walk through the steps needed to assess your organization’s workings and pull together the elements that will bring order and increased productivity for your business.
Bio:
Ron Lichty has been managing and more recently consulting with software development and product organizations for over 25 years, engaged in untangling the knots in software development and transforming chaos to clarity. Originally a programmer, where he earned several patents and wrote two popular programming books, he was hired into his first management role by Apple Computer, which nurtured his managerial growth in both development and product management.
Principal and owner of Ron Lichty Consulting, Inc. (www.RonLichty.com), he has trained teams in scrum, transitioned teams from waterfall and iterative methodologies to agile, and coached teams using agile, iterative and waterfall approaches alike to make their software development "hum". In his continued search for effective best practices, Ron co-authors the annual Study of Product Team Performance.
Ron's most recent book is Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams - http://www.ManagingTheUnmanageable.net - co-authored with CTO Mickey W. Mantle. Published by Addison Wesley, it has been compared by reviewers to Mythica
Effective, experienced technical product management is crucial to make software engineering hum: Engineering and Product Management are symbiotic. When engineering is chaotic, many times applying a product management “fix” can do the trick. Ron Lichty has repeatedly been brought in to transform chaos to clarity in software development. Here’s a set of diagnoses, each with a product management fix that product managers can apply to make engineering hum.
Almost no one on software teams believes in waterfall any longer. That's what we learned from the surveys we took in the course of authoring The 2013 Study of Product Team Performance.
But that doesn't make agile a magic pill.
Mike Cohn notes, "Becoming agile is hard. It is harder than most other organizational change efforts I've witnessed or been part of [for reasons] including the need to change from the top-down and bottom-up simultaneously, the impossibility of knowing exactly what the end state will look like, the dramatic and pervasive changes caused by Scrum, the difficulty adding more change on top of all that is already occurring, and the need to avoid turning Scrum into a list of best practices."
How do we get beyond that?
Glossing over the reality that agile is hard leads us to ignore the very things we need to address to succeed.
On the other hand, acknowledging that agile is hard lets us focus on the challenges that have been preventing us from becoming high performance teams.
This session combines a presentation, a panel and some shared thinking to move beyond how simple agile seems - to what in fact makes agile transformations hard - to how we can face down those challenges to achieve agile's promise.
Expected Takeaways (outcome) for Audience *
For those just starting agile transformations: a heads-up that implementing practices only goes so far.
For those well into agile but struggling, a sense they're not alone.
For all of us, a window into how to get to where we want to go.
Product Owners - How to get your development team to love you (ProductTankSV,...Ron Lichty
Product managers and product owners can engage and motivate their teams to delight customers - or they can distract and dishearten their teams.
Ron Lichty has been a product manager, a CTO, and a VP leading both development organizations and product teams. As a development leader, he regards product managers who "get it" as key partners.
Here are 16 ways to engage and motivate product teams - to ensure that together that you delight customers!
Points to take away:
▪ Delighting customers is the metric to which we should manage
▪ Delighting customers relies on tight collaboration between product managers, product owners, and development teams
▪ Product managers and development leaders are uniquely positioned to, together, motivate product teams
▪ Product managers and product owners are uniquely positioned to connect the dots
BIo:
Ron Lichty has, for 30-plus years, championed delighting customers. He believes that strong product/engineering collaboration is essential to achieving that goal. Ron co-authored the Addison-Wesley book Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams (http://www.ManagingTheUnmanageable.net) and annually coauthors the Study of Product Team Performance (http://www.ronlichty.com/study.html).
Ron spent seven years as a programmer, two years as a product manager, and 25 years managing product and development organizations at all levels - to VP of engineering, VP of product and CTO - at companies ranging in size from tiny startups to Charles Schwab, Stanford and Apple.
He now consults across that realm, taking on fractional interim VP Engineering and acting CTO roles, training teams in agile, training managers in managing software people and teams, and coaching development teams and executives in making software development hum. (http://www.ronlichty.com)
Ron has long been a popular speaker at product, development and agile meetups and conferences.
Lean more than startups, software development, manufacturingJason Yip
This document discusses the principles of lean across multiple domains including manufacturing, software development, and startups. It outlines key lean concepts like eliminating waste, continuous improvement, respect for people, and visual management. Lean originated from Toyota's production system and focuses on optimizing value stream flows, pull-based scheduling, and respect for people. The document provides examples of how lean thinking can be applied beyond manufacturing, including in software development, healthcare, construction and more with the overarching goal of eliminating waste and respecting the time and talents of all individuals.
Crash Course: Managing Software People and Teams (IEEE, 4.4.13)Ron Lichty
This document provides an overview of managing people and teams in software development. It discusses best practices for managing down, motivating employees, recruiting, handling problem employees, shielding teams, managing upwards and outwards, establishing culture, communicating, and the reasons for managing. Key points include measuring twice before cutting, life being simpler when plowing around stumps, adding people to late projects makes them later, behaviors being more important than what is measured, and slack being critical for throughput. The document emphasizes communication, culture, and priorities for managing software teams.
If We Are Agile, Why Do We Need Managers? (AgileIndy, 5.14)Ron Lichty
A common misconception about agile is that managers are unnecessary. After all, agile is based on self-organizing teams. If the teams organize themselves, what do managers do?
Unfortunately, most scrum training plays into that. Think about it: how many trainers or coaches have you seen sketch the structure of a scrum team with a drawing that includes a manager? While there's always a scrum master and a product owner, the core team and maybe some stakeholders, have you ever seen a manager in that drawing?
This misconception can be a problem all around: A frequently cited barrier to agile adoption is managers who don't know what to do when their teams become self-managing. When they're not included in training, how would they (or anyone else, for that matter) know how to characterize their role. At the same time, organizations often lay down expectations of managers, some compatible with agile, some not.
Agile has clearly shifted the old roles and responsibilities. Managers bent on command-and-control are clearly a barrier to agile adoption. But managers who take a hands-off approach or are treading water in a sea of ambiguity will almost certainly stymie adoption, as well.
Ron Lichty believes (and so do a lot of the early agile thought leaders) that managers have critical roles to play in enabling success, both of transitions to agile and of agile itself. This session is about those roles.
Ict educators win-win-win w agile, ron lichty, 1.4.13Ron Lichty
"Delivering a Win-Win-Win Workforce with Agile Programming Methods", presentation to the 2013 Winter ICT Educator conference in San Francisco January 4, 2013.
Keys to crafting an effective agile culture (svcc, 10.15)Ron Lichty
What differentiates a successful software development culture?
Among successful cultures, what makes an agile one stand out?
We think successful software development cultures are ones that are not just performant but that both delight customers and are a joy for every team member to be part of.
One of the characteristics that differentiates agile cultures is that (finally!), it’s not just managers who are responsible for crafting culture - but everyone. And agile, done well, means every one of us engages in the crafting of it.
In addition to training teams in agile, Ron Lichty has spent years coaching managers about how their roles change with agile. While his recent Addison Wesley book, Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams, didn’t zero in on agile, both the book and the classes that he and his coauthor give current and prospective managers espouse a deeply agile mindset for managers.
Think Like an Agilist (repeat) Sydney Agile and Scrum 2014Jason Yip
This document describes an approach called "Think Like an Agilist" to help practitioners understand and practice an Agile culture. It involves using difficult scenarios and a think-aloud protocol to expose people's underlying assumptions. Participants discuss their thoughts in response to scenarios while a scribe captures them. This allows examination of assumptions about factors like problem-solving and involvement. The goal is to learn about one's own assumptions and compare them to Agile assumptions around iterative work, validation, and involving those close to problems. Practicing with scenarios can help adjust culture by considering how one thinks, not just outward behaviors.
Edgy Lean, Agile, and Systems Thinking things that you may not have heard ofJason Yip
My presentation at LAST Conference 2012 in Melbourne: http://www.lastconference.com/
The general idea was to share edgy ideas that the audience hadn't heard of. I started with ideas that everyone should have heard of and then add on next level concepts.
This document provides an introduction to eXtreme Programming (XP) and agile software development methods. It discusses some common problems with traditional software development approaches such as taking too long, costing too much, and requiring too many people. XP and agile aim to address these problems through principles like rapid delivery of working software in short iterations, frequent feedback, simplicity, respect, and flexibility. The document outlines XP practices like user stories, pair programming, test-driven development, and daily standups that embody these principles. It concludes by noting that agile methods have evolved over decades to become more effective approaches to software development.
If I handed you a sealed envelope with a list of problems I know exist in most software development shops, this is what would be inside.
Presented at SyXPAC
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
12 take aways - managing the unmanageableRon Lichty
Silicon Valley Code Camp presentation, October 2013, drawing 12 of the top actionable take-aways for managing programmers and programming teams, from the book, Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams, by Mickey W. Mantle and Ron Lichty.
Sydney Limited WIP Society presentation on "Systems Traps and Opportunities". Part of series introducing Systems Thinking based on Thinking in Systems by Donella Meadows
This document provides an introduction to data communications and networks. It discusses data communication systems and their components. It defines what a network is and describes different network criteria like performance, reliability, and security. It also describes different physical network structures like point-to-point and multipoint connections. It categorizes networks into local area networks (LANs), wide area networks (WANs), and metropolitan area networks (MANs). It provides an overview of the internet and how it is organized. It introduces the concept of protocols and describes the key elements of protocols including syntax, semantics, and timing. It discusses some standard organizations that define communications protocols.
This document proposes a prototype for archiving and mining ITS data using UML, XML, and object-oriented database design. The prototype aims to address issues with existing methods for data archiving, mining, sharing and ensuring accuracy. It will be tested through surveys of transportation professionals to determine if the prototype improves upon current practices. Chi-square analysis will be used to analyze the survey results and test hypotheses about the prototype.
AIPMM talk - chaos to clarity: managing the unmanageable, ron lichty, 12.7.12Ron Lichty
Good software management:
⁃ How to recognize it when you see it
⁃ How to encourage it
⁃ How to encourage senior management to encourage it
⁃ How to collaborate with it effectively
What does good software development management look like?
How do good programming managers motivate their teams?
What are programming managers bedeviled by?
How are programming managers tormented by product managers?
What are the forces that cause discord between product and software development managers?
What can be done about feature creep and late changing requirements?
Why do so many parts of organizations expect feature requirements to change but not delivery schedules?
What are objectives shared between programming managers and product managers that could encourage collaboration?
What would happen if programming managers and product managers formed mutual admiration societies with each other?
Transforming chaos to clarity - acm 6.15Ron Lichty
Does your software development feel chaotic?
If you have ever been dissatisfied with your software development flow - if you would like to figure out how to avoid chaos - this is a presentation for you!
Ron Lichty has found himself repeatedly called in as the cavalry to help development groups stuck in confusion. A recognized engineering leader, Ron says, “I've found that I excel at coming in cold, identifying the causes of chaos, untangling organizational knots, creating roadmaps everyone can follow, building communications with other parts of the organization, and getting teams productive and focused on delivery, quality and customers.” He adds, “With a few pointers, any team member can more deeply diagnose their team.”
Ron is author of Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams, which has been compared by reviewers to Fred Brooks’ The Mythical Man Month. After managing software and product organizations for 25 years, Ron has catered his leadership roles to the needs of his clients, including interim VP Engineering and acting CTO roles.
Six years ago, Ron began training teams in agile and a year ago training managers in the nuances of managing software people and teams, whether in waterfall environments, or iterative or agile ones.
If you would like to become an effective agile team member then you'll want to attend this presentation. We’ll look at agile trends, software team pain points, product team solutions, and how every team member contributes to making teams excel.
Drawing from his experience with dozens of product development organizations, Ron will walk through the steps needed to assess your organization’s workings and pull together the elements that will bring order and increased productivity for your business.
Bio:
Ron Lichty has been managing and more recently consulting with software development and product organizations for over 25 years, engaged in untangling the knots in software development and transforming chaos to clarity. Originally a programmer, where he earned several patents and wrote two popular programming books, he was hired into his first management role by Apple Computer, which nurtured his managerial growth in both development and product management.
Principal and owner of Ron Lichty Consulting, Inc. (www.RonLichty.com), he has trained teams in scrum, transitioned teams from waterfall and iterative methodologies to agile, and coached teams using agile, iterative and waterfall approaches alike to make their software development "hum". In his continued search for effective best practices, Ron co-authors the annual Study of Product Team Performance.
Ron's most recent book is Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams - http://www.ManagingTheUnmanageable.net - co-authored with CTO Mickey W. Mantle. Published by Addison Wesley, it has been compared by reviewers to Mythica
Effective, experienced technical product management is crucial to make software engineering hum: Engineering and Product Management are symbiotic. When engineering is chaotic, many times applying a product management “fix” can do the trick. Ron Lichty has repeatedly been brought in to transform chaos to clarity in software development. Here’s a set of diagnoses, each with a product management fix that product managers can apply to make engineering hum.
Almost no one on software teams believes in waterfall any longer. That's what we learned from the surveys we took in the course of authoring The 2013 Study of Product Team Performance.
But that doesn't make agile a magic pill.
Mike Cohn notes, "Becoming agile is hard. It is harder than most other organizational change efforts I've witnessed or been part of [for reasons] including the need to change from the top-down and bottom-up simultaneously, the impossibility of knowing exactly what the end state will look like, the dramatic and pervasive changes caused by Scrum, the difficulty adding more change on top of all that is already occurring, and the need to avoid turning Scrum into a list of best practices."
How do we get beyond that?
Glossing over the reality that agile is hard leads us to ignore the very things we need to address to succeed.
On the other hand, acknowledging that agile is hard lets us focus on the challenges that have been preventing us from becoming high performance teams.
This session combines a presentation, a panel and some shared thinking to move beyond how simple agile seems - to what in fact makes agile transformations hard - to how we can face down those challenges to achieve agile's promise.
Expected Takeaways (outcome) for Audience *
For those just starting agile transformations: a heads-up that implementing practices only goes so far.
For those well into agile but struggling, a sense they're not alone.
For all of us, a window into how to get to where we want to go.
Product Owners - How to get your development team to love you (ProductTankSV,...Ron Lichty
Product managers and product owners can engage and motivate their teams to delight customers - or they can distract and dishearten their teams.
Ron Lichty has been a product manager, a CTO, and a VP leading both development organizations and product teams. As a development leader, he regards product managers who "get it" as key partners.
Here are 16 ways to engage and motivate product teams - to ensure that together that you delight customers!
Points to take away:
▪ Delighting customers is the metric to which we should manage
▪ Delighting customers relies on tight collaboration between product managers, product owners, and development teams
▪ Product managers and development leaders are uniquely positioned to, together, motivate product teams
▪ Product managers and product owners are uniquely positioned to connect the dots
BIo:
Ron Lichty has, for 30-plus years, championed delighting customers. He believes that strong product/engineering collaboration is essential to achieving that goal. Ron co-authored the Addison-Wesley book Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams (http://www.ManagingTheUnmanageable.net) and annually coauthors the Study of Product Team Performance (http://www.ronlichty.com/study.html).
Ron spent seven years as a programmer, two years as a product manager, and 25 years managing product and development organizations at all levels - to VP of engineering, VP of product and CTO - at companies ranging in size from tiny startups to Charles Schwab, Stanford and Apple.
He now consults across that realm, taking on fractional interim VP Engineering and acting CTO roles, training teams in agile, training managers in managing software people and teams, and coaching development teams and executives in making software development hum. (http://www.ronlichty.com)
Ron has long been a popular speaker at product, development and agile meetups and conferences.
Lean more than startups, software development, manufacturingJason Yip
This document discusses the principles of lean across multiple domains including manufacturing, software development, and startups. It outlines key lean concepts like eliminating waste, continuous improvement, respect for people, and visual management. Lean originated from Toyota's production system and focuses on optimizing value stream flows, pull-based scheduling, and respect for people. The document provides examples of how lean thinking can be applied beyond manufacturing, including in software development, healthcare, construction and more with the overarching goal of eliminating waste and respecting the time and talents of all individuals.
Crash Course: Managing Software People and Teams (IEEE, 4.4.13)Ron Lichty
This document provides an overview of managing people and teams in software development. It discusses best practices for managing down, motivating employees, recruiting, handling problem employees, shielding teams, managing upwards and outwards, establishing culture, communicating, and the reasons for managing. Key points include measuring twice before cutting, life being simpler when plowing around stumps, adding people to late projects makes them later, behaviors being more important than what is measured, and slack being critical for throughput. The document emphasizes communication, culture, and priorities for managing software teams.
If We Are Agile, Why Do We Need Managers? (AgileIndy, 5.14)Ron Lichty
A common misconception about agile is that managers are unnecessary. After all, agile is based on self-organizing teams. If the teams organize themselves, what do managers do?
Unfortunately, most scrum training plays into that. Think about it: how many trainers or coaches have you seen sketch the structure of a scrum team with a drawing that includes a manager? While there's always a scrum master and a product owner, the core team and maybe some stakeholders, have you ever seen a manager in that drawing?
This misconception can be a problem all around: A frequently cited barrier to agile adoption is managers who don't know what to do when their teams become self-managing. When they're not included in training, how would they (or anyone else, for that matter) know how to characterize their role. At the same time, organizations often lay down expectations of managers, some compatible with agile, some not.
Agile has clearly shifted the old roles and responsibilities. Managers bent on command-and-control are clearly a barrier to agile adoption. But managers who take a hands-off approach or are treading water in a sea of ambiguity will almost certainly stymie adoption, as well.
Ron Lichty believes (and so do a lot of the early agile thought leaders) that managers have critical roles to play in enabling success, both of transitions to agile and of agile itself. This session is about those roles.
Ict educators win-win-win w agile, ron lichty, 1.4.13Ron Lichty
"Delivering a Win-Win-Win Workforce with Agile Programming Methods", presentation to the 2013 Winter ICT Educator conference in San Francisco January 4, 2013.
Keys to crafting an effective agile culture (svcc, 10.15)Ron Lichty
What differentiates a successful software development culture?
Among successful cultures, what makes an agile one stand out?
We think successful software development cultures are ones that are not just performant but that both delight customers and are a joy for every team member to be part of.
One of the characteristics that differentiates agile cultures is that (finally!), it’s not just managers who are responsible for crafting culture - but everyone. And agile, done well, means every one of us engages in the crafting of it.
In addition to training teams in agile, Ron Lichty has spent years coaching managers about how their roles change with agile. While his recent Addison Wesley book, Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams, didn’t zero in on agile, both the book and the classes that he and his coauthor give current and prospective managers espouse a deeply agile mindset for managers.
Think Like an Agilist (repeat) Sydney Agile and Scrum 2014Jason Yip
This document describes an approach called "Think Like an Agilist" to help practitioners understand and practice an Agile culture. It involves using difficult scenarios and a think-aloud protocol to expose people's underlying assumptions. Participants discuss their thoughts in response to scenarios while a scribe captures them. This allows examination of assumptions about factors like problem-solving and involvement. The goal is to learn about one's own assumptions and compare them to Agile assumptions around iterative work, validation, and involving those close to problems. Practicing with scenarios can help adjust culture by considering how one thinks, not just outward behaviors.
Edgy Lean, Agile, and Systems Thinking things that you may not have heard ofJason Yip
My presentation at LAST Conference 2012 in Melbourne: http://www.lastconference.com/
The general idea was to share edgy ideas that the audience hadn't heard of. I started with ideas that everyone should have heard of and then add on next level concepts.
This document provides an introduction to eXtreme Programming (XP) and agile software development methods. It discusses some common problems with traditional software development approaches such as taking too long, costing too much, and requiring too many people. XP and agile aim to address these problems through principles like rapid delivery of working software in short iterations, frequent feedback, simplicity, respect, and flexibility. The document outlines XP practices like user stories, pair programming, test-driven development, and daily standups that embody these principles. It concludes by noting that agile methods have evolved over decades to become more effective approaches to software development.
If I handed you a sealed envelope with a list of problems I know exist in most software development shops, this is what would be inside.
Presented at SyXPAC
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
12 take aways - managing the unmanageableRon Lichty
Silicon Valley Code Camp presentation, October 2013, drawing 12 of the top actionable take-aways for managing programmers and programming teams, from the book, Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams, by Mickey W. Mantle and Ron Lichty.
Sydney Limited WIP Society presentation on "Systems Traps and Opportunities". Part of series introducing Systems Thinking based on Thinking in Systems by Donella Meadows
This document provides an introduction to data communications and networks. It discusses data communication systems and their components. It defines what a network is and describes different network criteria like performance, reliability, and security. It also describes different physical network structures like point-to-point and multipoint connections. It categorizes networks into local area networks (LANs), wide area networks (WANs), and metropolitan area networks (MANs). It provides an overview of the internet and how it is organized. It introduces the concept of protocols and describes the key elements of protocols including syntax, semantics, and timing. It discusses some standard organizations that define communications protocols.
This document proposes a prototype for archiving and mining ITS data using UML, XML, and object-oriented database design. The prototype aims to address issues with existing methods for data archiving, mining, sharing and ensuring accuracy. It will be tested through surveys of transportation professionals to determine if the prototype improves upon current practices. Chi-square analysis will be used to analyze the survey results and test hypotheses about the prototype.
2006-03-14 WG on HTAP-Relevant IT Techniques, Tools and Philosophies: DataFed...Rudolf Husar
The document discusses the need for integrated air quality information systems and proposes a federated approach using web services and open standards. Key points:
- Current air quality data is siloed across different sources, making it difficult to access and analyze.
- The DataFed system advocates a federated approach where data providers maintain autonomy but expose data through wrappers and web services for unified access.
- DataFed structures heterogeneous data into "where-when-what cubes" to simplify accessing and exploring the data using slicing and dicing tools.
- The system demonstrates networking of diverse data types and analysis tools through open standards like OGC WCS to facilitate more informed decision making.
Dr. Robert J. Bonneau presents an overview of his program, Complex Networks / Foundations of Information Systems, at the AFOSR 2013 Spring Review. At this review, Program Officers from AFOSR Technical Divisions will present briefings that highlight basic research programs beneficial to the Air Force.
This document summarizes the challenges of integrating data from different modeling and simulation (M&S) architectures used in a live-virtual-constructive simulation network. It discusses how differing data formats, representations, and structures between architectures like Distributed Interactive Simulation (DIS) and High Level Architecture (HLA) can introduce complexity. Standards, tools like gateways and the Federated Engineering Agreements Template (FEAT), and processes like the Distributed Simulation Engineering and Execution Process (DSEEP) can help address these challenges and reduce complexity when combining M&S architectures. The author recommends questioning if combining architectures is truly needed, using recognized standards, and maintaining good documentation records.
The TARDEC Advanced Systems Engineering Capability ASEC Framework(5)Pradeep Mendonza
The Advanced Systems Engineering Capability (ASEC) framework developed by TARDEC provides integrated systems engineering tools to support knowledge creation, capture, and management across the entire system lifecycle. The ASEC framework includes tools for stakeholder needs analysis, capability analysis, decision management, project risk management, and lessons learned capture. These tools provide capabilities like requirements decomposition, alternative evaluation, and collaboration. The ASEC framework is being applied to programs like vehicle design and technology roadmapping to improve decision-making. Ongoing work includes further tool integration, expanded use cases, and external data integration.
2005-03-17 Air Quality Cluster TechTrackRudolf Husar
The document discusses a federated information system called Dvoy that aims to integrate heterogeneous air quality data from different sources and provide uniform access. It does this through the use of wrappers that encapsulate data sources and mediators implemented as web services that resolve logical heterogeneity and allow for standardized querying of multidimensional data cubes. The system uses mediators and wrappers based on previous research to overcome issues of data access, translation and merging across different source schemas and formats.
The document discusses using a mediator-based architecture and web services to provide uniform access to distributed heterogeneous air quality data sources. Key points include:
- A mediator server can homogenize data coding/formatting from various sources, allowing users to access data through a simple universal interface while minimizing changes to data providers.
- Services like Dvoy use mediators and wrappers to resolve technical and logical heterogeneity across sources and provide multidimensional querying of spatial-temporal data cubes.
- This approach facilitates data sharing and integration for improved analysis to address challenges from secondary pollutants and more participatory management of air quality.
1) The document discusses challenges researchers face in accessing and using Earth science data from different sources and the potential for web services to help address these challenges.
2) It proposes a service-oriented architecture where data and processing are distributed across a peer-to-peer network and users can compose chains of services to transform raw data into useful knowledge.
3) Key assertions are that web services technologies are promising for building applications to access and analyze distributed Earth science resources, but issues around service discovery, semantics, and dynamic behavior need to be addressed for their full potential to be realized.
This document discusses the challenges of long-term preservation of earth science data and information. It outlines threats to preservation like hardware and software failures. It also describes the Open Archival Information System reference model for representing data in layers from bits to scientific objects. Formats like templates and delimiters are mechanisms to identify digital artifacts and structure for representation networks. Archival transformations must demonstrate scientific content equality between old and new formats.
This document provides an introduction to data communications and computer networks. It discusses key topics such as:
- The components of a basic data communication system including a transmitter, receiver, and transmission medium.
- Different types of computer networks including local area networks (LANs) designed for short distances, wide area networks (WANs) for long distances, and metropolitan area networks (MANs) within a city.
- Common network topologies like bus, star, ring, and hybrid configurations and their advantages and disadvantages.
- Protocols that define rules for communication including syntax, semantics, and timing. Standards help ensure interconnectivity.
The document describes an agile distributed air quality data system called DataFed. It discusses how DataFed facilitates access to heterogeneous air quality data from various autonomous providers through standard protocols and formats. DataFed transforms and homogenizes the data for uniform access and provides tools for collaborative analysis, reporting and dynamic delivery of information products to users.
OSFair2017 Workshop | EPOS: European Plate Observing SystemOpen Science Fair
The document describes the European Plate Observing System (EPOS), a research infrastructure for solid Earth science. EPOS integrates diverse data from seismic and GPS stations, laboratories, and other sources across Europe. It includes 244 research infrastructures from 138 institutions in 22 countries, containing millions of data points. EPOS addresses the heterogeneous nature of these resources through a compatibility layer and core services. A key component is a common metadata catalog based on CERIF, which aims to make all EPOS data and services findable, accessible, interoperable and reusable according to FAIR principles. The catalog will be central to enabling workflows and connections between different components of the EPOS system.
The document discusses using web services for air quality management by accessing distributed data sources and processing the data through filtering, aggregation and fusion. It proposes a service-oriented architecture called DataFed.Net to access, process and deliver air quality information. As an example, it describes how web services could be used to monitor and predict the impact of smoke from fires on particulate matter concentrations.
The document summarizes work package 1, task 1.5 on defining the system architecture for Project SLOPE. The task leader defined the system architecture to integrate various partner applications and technologies. Key elements included specifying design principles based on service-oriented architecture, and defining integration technologies and components like Liferay, web services, and GeoServer. The system architecture overview and component diagram were included to illustrate how the different partner systems would integrate on a deployment platform.
The VISTA project aimed to integrate utility data from various UK organizations to improve coordination and reduce costs of street works. It developed methods for syntactically and semantically integrating heterogeneous utility data through a common data model and global thesaurus. Visualization techniques were also explored that incorporated uncertainty and were driven by an ontology. While the project proved the concept, further work is needed to develop the ontology and address implementation challenges regarding data currency, security, and impact on organizational systems.
The REASoN Project will link NASA's air quality data, modeling, and systems to users in research, education, and applications. It aims to address hurdles users face in finding, accessing, evaluating, and merging relevant data. The project will utilize service orientation and interoperability standards to build an adaptable information infrastructure. This will include becoming a node on the air quality network, implementing standards for sharing data and tools, and participating in the GEOSS Architecture Implementation Pilot.
Definition of project profiles to streamline MBSE deployment effortsObeo
Discover how Capella has been deployed and used in a large range of projects in the field of the energy industry with Assystem
Assystem has over 50 years of experience providing industrial infrastructures with engineering services and managing projects complex in size, technological content, and safety requirements.
With the help of Capella and Model-Based System Engineering (MBSE), Assystem as a leading engineering company is helping its clients to face big challenges against an exponential increase in demand worldwide for energy combined with the goals of achieving sustainability of energy supply and reductions in greenhouse gas emissions.
During this webinar, you will:
Get an overview of their pathway towards MBSE approach to structure projects more and more complex and organizations more and more transverse, their MBSE motivations as a communication means for extended organization, and for co-development within other engineering team.
Discover how their initiative architecture has provided both a modeling platform and methodology that can be flexibly adapted to best fit their engineering, construction and research context.
Understand how their systems architects can closely collaborate with engineers responsible for multiple design, construction and commissioning tasks, within a robust framework to ensure both quick and long term added value.
The document discusses using the Technology Infusion and Maturation Assessment (TIMA) process developed by NASA's Jet Propulsion Laboratory to design and evaluate architectural options for the smart electric power grid in California. TIMA involves identifying key technologies, developing use cases, analyzing risks and barriers, and defining a technology roadmap. The goal is to meet California's energy and climate policy objectives through 2030 and beyond in a cost-effective manner.
Similar to Structured military messaging & NEO Net Enabled Operations (20)
Eco Economic Epoch Heartbeat for programmable $ / EconomySteven McGee
VISION STATEMENT: Standing on the shoulders of giants: We can synchronize ourselves in time-space for shared goals e.g., code an equitable, sustainable, distributed programmable economy among a DATF Distributed Autonomous Trade Federation.
Minimum essential requirements for Trade Federations on the cryptocurrency DLT Distributed Ledger Technology blockchain:
McGee Steven resume Distributed Systems ArchitectSteven McGee
Distributed Systems Architect / Adaptive Procedural Template (checklist) Patent Applicant The Heart Beacon Cycle Time — Space Meter USPTO 13/573,002 is an Adaptive Procedural Template (checklist of ideas, processes, procedures, algorithms...) Use Case: GDP Index Economy: Eco Economic Epoch Heartbeats for the programmable economy. Quantum Random Number Beacon / Time Beacon NIST as foundation for programmable money supporting the programmable economy
Github: http://github.com/Beacon-Heart
USPTO patent 13573002 final rejection responseSteven McGee
patent application 13/573,002 Supreme Court Alice Corp V CLS Bank compliant application "claims may not direct towards abstract ideas" implies requirement for physical meme. Little League Baseball Tournament physical meme first (and best) physical meme embodiment compliant with SC Alice Corp Vs CLS Bank see http://sawconcepts.com/index/id46.html
This document is a patent application from Steven James McGee and Saw Concepts, LLC regarding an invention. It provides information such as the application number, filing date, inventors, docket number, examiner, and art unit. The document also references attached communications regarding the application's status and any response timelines.
IBM crypto currency_valuation_patent USPTO 20130325701Steven McGee
E-CURRENCY VALIDATION AND AUTHORIZATION SERVICES PLATFORM
Abstract
A computer-implemented system and method for tracking e-currency tokens includes a plurality of e-currency token types defined in computer memory. Using a computer processor, a life cycle of a tracked e-currency token is tracked, the tracked e-currency token being of an e-currency token type that is one of the defined.
This document presents a novel protocol for heartbeat synchronization in overlay networks that is inspired by biological models of firefly flashing synchronization. The protocol uses decentralized synchronization where each node periodically sends "flash" messages to neighbors and adjusts its local heartbeat based on received flashes. Simulation results show the protocol can achieve sufficient synchronization even when messages have significant delays and jitter, demonstrating its robustness for realistic overlay network scenarios.
USPTO patent application 13,573,002 The Heart Beacon Cycle Time Space Meter, ...Steven McGee
Bitcoin line 127 http://1.usa.gov/1HgjyZL aggregate firefly statistical algorithm outputs= #Bitcoin Worldcoin economic heartbeat, form trade federations using adaptive procedural template. Statistical mean value indexes using firefly-heartbeat algorithm. Form time-space value index for Internet of Things IeT, IoT
Contributi dei parlamentari del PD - Contributi L. 3/2019Partito democratico
DI SEGUITO SONO PUBBLICATI, AI SENSI DELL'ART. 11 DELLA LEGGE N. 3/2019, GLI IMPORTI RICEVUTI DALL'ENTRATA IN VIGORE DELLA SUDDETTA NORMA (31/01/2019) E FINO AL MESE SOLARE ANTECEDENTE QUELLO DELLA PUBBLICAZIONE SUL PRESENTE SITO
The Antyodaya Saral Haryana Portal is a pioneering initiative by the Government of Haryana aimed at providing citizens with seamless access to a wide range of government services
A Guide to AI for Smarter Nonprofits - Dr. Cori Faklaris, UNC CharlotteCori Faklaris
Working with data is a challenge for many organizations. Nonprofits in particular may need to collect and analyze sensitive, incomplete, and/or biased historical data about people. In this talk, Dr. Cori Faklaris of UNC Charlotte provides an overview of current AI capabilities and weaknesses to consider when integrating current AI technologies into the data workflow. The talk is organized around three takeaways: (1) For better or sometimes worse, AI provides you with “infinite interns.” (2) Give people permission & guardrails to learn what works with these “interns” and what doesn’t. (3) Create a roadmap for adding in more AI to assist nonprofit work, along with strategies for bias mitigation.
RFP for Reno's Community Assistance CenterThis Is Reno
Property appraisals completed in May for downtown Reno’s Community Assistance and Triage Centers (CAC) reveal that repairing the buildings to bring them back into service would cost an estimated $10.1 million—nearly four times the amount previously reported by city staff.
About Potato, The scientific name of the plant is Solanum tuberosum (L).Christina Parmionova
The potato is a starchy root vegetable native to the Americas that is consumed as a staple food in many parts of the world. Potatoes are tubers of the plant Solanum tuberosum, a perennial in the nightshade family Solanaceae. Wild potato species can be found from the southern United States to southern Chile
Synopsis (short abstract) In December 2023, the UN General Assembly proclaimed 30 May as the International Day of Potato.
Donate to charity during this holiday seasonSERUDS INDIA
For people who have money and are philanthropic, there are infinite opportunities to gift a needy person or child a Merry Christmas. Even if you are living on a shoestring budget, you will be surprised at how much you can do.
Donate Us
https://serudsindia.org/how-to-donate-to-charity-during-this-holiday-season/
#charityforchildren, #donateforchildren, #donateclothesforchildren, #donatebooksforchildren, #donatetoysforchildren, #sponsorforchildren, #sponsorclothesforchildren, #sponsorbooksforchildren, #sponsortoysforchildren, #seruds, #kurnool
Preliminary findings _OECD field visits to ten regions in the TSI EU mining r...OECDregions
Preliminary findings from OECD field visits for the project: Enhancing EU Mining Regional Ecosystems to Support the Green Transition and Secure Mineral Raw Materials Supply.
AHMR is an interdisciplinary peer-reviewed online journal created to encourage and facilitate the study of all aspects (socio-economic, political, legislative and developmental) of Human Mobility in Africa. Through the publication of original research, policy discussions and evidence research papers AHMR provides a comprehensive forum devoted exclusively to the analysis of contemporaneous trends, migration patterns and some of the most important migration-related issues.
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
Transit-Oriented Development Study Working Group Meeting
Structured military messaging & NEO Net Enabled Operations
1. The Role of Information Elements in Net
Centric Data Management
Presentation to the Sixteenth Systems and Software
Technology Conference, April 2004
By Silver Bullet Solutions, Inc.
2. April 2004 2
Briefing Outline
• Definition of Information Elements
– Roles in
• Architecture
• System Engineering
• Information Requirements Description
• Systems Analysis
• Capabilities Definition
• Net Centric Data Strategy
– Goals and Elements
– IE Roles in the Elements
• COI Determination and Interaction
• Understanding and Discovery
• Ontologies
• Taxonomies
• Harmonization and Mediation
• Metadata Attributes
3. April 2004 3
Working Definitions
• Information Element
– From “information” --“data in context”
– e.g., “Electronic Order of Battle for KP”, “SPAWAR Execution Year Budget (OMN)”, “Landing
Gear part number for F/A-18 E/F”
– Language of humans: operators, engineers, designers can communicate
• Data Element
– An entity, attribute, or relationship or equivalent
– e.g., FACILITY, FACILITY-TYPE, FACILITY-GEOLOCATION, FACILITY-MATERIEL-ITEM-
ESTABLISHMENT-NORM, MATERIEL-ITEM-RF-EQUIPMENT, etc. (for EOB)
– Language of machines: computer knows what to access
E-R Model
Class
Diagram
Relational
Database
Object DBMS
XML DTD /
Schema
TADILs MTF
Entity Class Table Class Element Message Message
Attribute Attribute
Field /
Column
Attribute
Child Element
or Element
Attribute
DFI
FFIRN / FFN /
FUDN
Domain Value
Instance,
Value
DUI FUD
Equivalences:
4. April 2004 4
Roles in Architecture
System Functions
Operational Nodes
Physical Nodes
Operational Activities
Systems
Standards
Performance
Data Information
Technologies
Notes:
1. Conceptual view of Core Architecture Data Model (CADM) [9] in DoDAF 1.0 [7]
2. ‘crows feet’ means ‘many’; on both ends means ‘many-to-many’
3. All entities have recursive ‘many-to-many’ with themselves (not shown)
Six
important
roles
[9] adapted from [7]
5. April 2004 5
Roles in Architecture (Reports)
Adapted from [7]
1 {2} 1 {2} {3} {4} {5} {6} {7} {1} {2} {3} {4} {5} {6} {7} {8} {9} {10
}
{11
}
{1} {2}
Operational Nodes
Organizations, Types of Organizations,
and Occupational Specialties
Generalization &
Composition
Operational Activities (and
Tasks)
Composition
Information Elements and Data
Elements
Generalization &
Composition
Physical Nodes
Facilities, Platforms, Units, and
Locations
Generalization &
Composition
Systems
Families-of-Systems, Systems-of-
Systems, Networks, Applications,
Generalization &
Composition
System Functions Composition
Triggers / Events
Generalization &
Composition
Performance Attributes
Generalization &
Composition
Technical Standards
Info Processing, Info Transfer, Data,
Security, and Human Factors
Generalization &
Composition
Technology Areas
Systems and Standards
Generalization &
Composition
= Taxonomy element plays a primary role = Secondary role blank = element not part of this datase
TAXONOMY TYPES STRUCTURE
APPLICABLE ARCHITECTURE DATA ELEMENT SETS
AV
Tech
View
(TV)
System View (SV)Operational View (OV)
6. April 2004 6
Roles in System Engineering
Joint
C m ds,
Intel C ells
and
A D A ssets
via their
G C C S/
T B M C S
System s
A A D C SystemT D SA D A ssets
L ink 11
L ink 16
C E C
IT 21
Platform
Provided
SH F/JPN
C ircuits
SIPR N E T
Platform Provided
V oice C ircuits
Joint A ir C oordination N et
C om m and N et
Joint Intelligence N et
E arly W arning T M D N et
Interface C oordination N et
Platform T actical N ets
A A D C T actical N etO n B oard
O ff B oard
K ey
T A O
A A W C
SE SS
G C C S/T B M C S
Platform D ependent
A E G IS
PA C
T H A A D
H A W K
C V
C A P
JF C
JF A C C
T A O C s
A A M D C
C R C
JE C G
R A D C s
JIC O
A D A s
etc.
A E G IS
PA C
T H A A D
H A W K
C V
C A P
Joint C om m ands
& A D A ssets
Platform C om m and
Platform
Provided
JD N /JC T N
C ircuits
C U D IX
A A D C T ac O ps
A A D C Pln C ell
T A D IX S
O T C IX S
D ata L ink C oord. N et
T A C IN T E L N ets
T rack Supervision N et
V oice Product N et
O ther N ets as required
IEs
Example from AADC
System Spec.
3.3.1 TDS Interfaces
(2) The AADC system shall be capable of interfacing with multiple TDS
systems.including, but not limited to, AEGIS and Advanced Combat Decision
System (ACDS).
(U) The AADC system shall receive the TDS track file through an interface to the host TDS including:
2.1.1.1 Position
2.1.1.2 Velocity
2.1.1.3 Acceleration
2.1.2 PVA Confidence
2.1.3 Time
2.1.4 Identification
2.1.5 Threat Intentions
2.1.6 Attributes
2.1.7.1 ESM/ELINT
2.1.7.5 Navigation
2.1.7.6 Radar
2.1.7.7 EO/IR
7.1 Data Exchange Controls
7.2 Identification Management
7.3 Parametric Data Coordination
7.4 Correlation/Association Management
7.6 Reporting Coordination
(V) The AADC system shall provide digital force orders to Air Defense assets over Link 11, Link 16 or
CEC via the host TDS, depending on host TDS implementation of these functions, including:
5.1 Target Data; Offensive / Integrated Prioritized Target List
5.2 Surveillance/Sensor Plans
5.4 Communications Plans
5.7 Defensive/Force Protection
5.8 Movement
6.1 General Tasking
6.3 Tactical Orders
6.3.4 Direct Employment of Communications, Sensor, and Weapon
6.3.6 Engaging Unit/Target Dynamics
6.3.7 Third Party Targeting Data
6.3.8 Platform Resource Allocation
6.3.9 Tactical Order Responses
7. April 2004 7
Role in Information Requirements
Description (EEIs)
17 Jan 01 database
0
1000
2000
3000
4000
5000
6000
7000
8000
9000
10000
INDBInfoNeedsActions
WMD
StratSA
SSC
SpaceWar
SAR
Proliferation
Political
OOTW
NEO
Migration
IntlCrime
HumanAssist
Health
ForceMod
Environ
Economic
D&D
CounterTerror
CounterNarc
CounterIntel
StratLift
OvrSeasPresence & ForceProj
InfoSuperiority
FullD-Protect
FocusedLog
Deploy/Redeploy
PrecisionEngage
JSEAD
DomManeuver
ResultResult
ASOC
ATNDB
CINA
CINF
Urban
GIRH
J2-USFK
Navy
CINC
Worksheets
Map
Locate
Track ...
Identify ...
Activity/Status ...
Capability ...
Intent ...
Multi-INT Study EEI Sources
(~3700)
Map
OB (Mobile)
Infrastructure (Fixed) ...
Geospatial ...
Networks ...
Political ...
AnalysisAnalysis
(based on comprehensive analysis
of many EEI sources)
From [15]
8. April 2004 8
Create Multi-INT
Information Needs
database
Existing EEIs
Evaluate
“knowledge
matrix”
Metric
Devise Multi-INT
Metrics for EEI
satisfaction
Existing EEIs
Information Needs
Database Document
plus
Evaluation Results
Build
Models
Role in Systems Analysis
Information Needs
Database Document
plus
Evaluation Results
Multi-INT Fusion
Options
Multi-INT Fusion
Options
Combat
Outcome
Metric
From [15]
∆ Data
------------
∆ C4ISR
∆ Knowledge
------------
∆ Data
∆ C2
------------
∆ Knowledge
∆ Combat Outcome
------------
∆ C2
∆ Combat Outcome
------------
∆ C4ISR
=
9. April 2004 9
Role in Capabilities Definition
• JBMC2 -- what information?
Object
Categories
Examples Location Movement Identify Status Activity Intent
OOB
Units, vehicles, sites,
facilities, aircraft,
ships, satellites
lat/long spd/hdg
country /
alliance,
type/class
readiness
targeting,
reconitering
COA
Infrastructure
Comm, power,
transportation,
water/sewer
network, grid
throughput,
flow rates,
amps
name, part-of
relationships
BDA, op
levels
repair,
broadcasts
expansion
plans
Sociological
Culture, religion,
economic, ethnic,
government, history,
languages
temples,
historic
structures
relocations
names and
associations
stability,
vulnerabilities
political or
religious
activities
religious or
political plans
Geophysical
Terrain, weather,
climatology,
oceanography,
astrometry
feature
lat/long,
alt/dpth
flowraters,
tides
names
sea and river
levels,
temperature
storms,
volcanos
forecasts
Information Categories and Examples
Working papers from [14]
10. April 2004 10
Example Service IE Taxonomy
• Generalization to fundamental
semantics allowed mapping across
diverse representations such as:
– TADILs
– VMF
– USMTF
• Recognition of the equivalent or
similar semantics in the differing
representations would be a first
step toward harmonization or
mediation
– A way to manage “isSimilarTo” [8]
11.8 - Kinematics
11.8.1 - Pos / Vel / Acc (PVA)
11.8.1.1 - Acceleration
11.8.1.1.1 - Angular
11.8.1.1.2 - Linear
11.8.1.2 - Estimate Type
11.8.1.2.1 - Estimated
11.8.1.2.2 - Observed
11.8.1.2.3 - Predicted
11.8.1.2.4 - Smoothed Data
11.8.1.3 - Position
11.8.1.3.1 - Bearing Angle
11.8.1.3.2 - Location; 2D Horizontal
11.8.1.3.3 - Vertical
11.8.1.4 - Velocity
11.8.1.4.1 - Horizontal
11.8.1.4.2 - Vertical
11.8.2 - PVA Confidence
11.8.2.1 - Bearing Angle
11.8.2.2 - Bearing Angle Rate
11.8.2.3 - Covariance Matrix
11.8.2.4 - Elevation
11.8.2.5 - Elevation Angle Rate
11.8.2.6 - Horizontal AOP
11.8.2.7 - Horizontal Circular
11.8.2.7.1 - TQ
11.8.2.8 - Range
11.8.2.9 - Vertical
11.4 - Classification
11.4.1 - Category
11.4.1.1 - Confidence Level
11.4.1.2 - Estimate Type
11.4.1.2.1 - Alternative
11.4.1.2.2 - Evaluated Decision
11.4.1.3 - Value
11.4.1.3.1 - Air
11.4.1.3.2 - Land
11.4.1.3.3 - Space
11.4.1.3.4 - Subsurface
11.4.1.3.5 - Surface
11.4.2 - Platform / Point / Feature Type
11.4.3 - Specific Type
11.4.4 - Type Modifier
11.4.5 - Unit
–IBS
–MIDB
–C2 Core
From [17]
C4ISR INFORMATION
ELEMENTS
ACTION INFO
MEASUREMENT
INFORMATION
SITUATION
INFO
SYSTEM INFO
GEOPHYSICAL
INFO
PLATFORM /
FAC / UNIT INFO
Matching The data elements are equal
Mapping The data elements are equivalent
11. April 2004 11
Elements of Net-Centric Data Strategy
Elements
Goals
COI
Model(structure)Registry
XMLRegistryDiscoveryServicesContentMetadataTransformationServices
GIGPoliciesOntologies
TaxonomiesPedigreeModelSecurityModelNCES
Visible
Accessible
Governance
Understandable
Trusted
Interoperable
Responsive
Derived from [2],
[3], [4], [6], and
[8]
12. April 2004 12
A Spectrum of Data Mgmt
• Coupling and deep integration
• Ultra-high reliability
• Irreversible sudden operational
consequence
• Human filtered
• Mitigated by other information
• Opportunity for correction
LogCOP
Weather
ExamplesExamples
CTP
Working
papers for
[14]
Automatic
Carrier
Landing
System
signals
Self-
destruct
message
data
Fly-by-wire
guidance
system
data
13. April 2004 13
COI Topologies
• Types of COIs
– Expedient
– Institutional
– Functional
– Cross-Functional
– + others yet to be determined
• COI Intersections
From [3]
Working
papers
for [14]
14. April 2004 14
COIs and Architecture
• COIs represent clustering of needs to share information by
• Organizations
• Types of organizations
• Operational Roles
• Occupational Specialties
• Operational Activities or Tasks
• System Functions
• Systems
• Physical Nodes
• others?
– The “means” by which they interact is the “grid”
• In Architectures these would be clusters of:
– Needlines (Op Nodes)
– Activitylines (Op Activities / Tasks)
– Functional Interfaces (System Functions)
– System Interfaces
“Op Nodes”
Working
papers
for [14]
15. April 2004 15
Lower Level
(Reconcile - Map)
Lower Level
(Reconcile - Map)
Top Level
(Reconcile - Map)
Top Level
(Reconcile - Map)
Mid Level
(Bridge between
Architecture, SoSE, Info. Rqmts
and Implementation Design)
Mid Level
(Bridge between
Architecture, SoSE, Info. Rqmts
and Implementation Design)
• JTAMDO IEs
• Navy IEs
• GIG Arch IEs
• C2 FCB Arch IEs
• SIAP IEs
• INDB EEIs
• etc.
TADIL A/B/C/J C2 Core/JCDB/C2IEDM
IBS JMCDM
OTH-T Gold USIGS
MIDB / GMI NS FDL
VMF SHADE
NATO Link-1 NID/Mer Ship DB
ATDL-1 MEPEDS
USMTF EPL/EWIR/NERF
CEC etc.
IEs Support Discovery and Understanding
Human communication
Broad audience
Shorthand meaning
child-parent can be:
• is-a-part-of
• is-a-type-of
The middle
looks like a
taxonomy
The middle
looks like a
taxonomy
Machine communication
Software Engineers only
Explicit meaning
16. April 2004 16
IEs Support Ontology Development
• C2 Core [10] (C2IEDM [11] / JCDB) Concepts
From [16]
17. April 2004 17
Existing Databases:
Modernized Integrated Data Base (MIDB) National source for order of battle, facilities, etc.
EW Integrated Reprogramming (EWIR) Frequency, PRI, PW, etc. for all radars
GCCS Shared Data Environment (SHADE) Commonly used reference data p/o Net-Centric metadata registry
Military Characteristics and Performance data (MEPEDS) Technical data on ships, aircraft, etc.
Joint Operations Planning and Evaluation System (JOPES) Planning data
Status and Operational Readiness and Testing System (SORTS) Readiness data
Common Cryptologic Data Base (CCDB) Frequency, carriers, nodes and links
GCCS Track File (TBDM) From w hich COParises
Message Standards:
* Tactical Digital Information Link (TADIL) Standard for command and control
Variable Message Format (VMF) Part of TADIL-J family
United States Message Text Format (USMTF) Standard for planning messages
Integrated Broadcast System (IBS) Standard for intelligence surveillance data
FAAD Data Link Forw ard Area Air Defense data link
CEC Datalink CEC
Over the Horizon Targeting, Gold (OTH-T Gold) COPdatalink
TACINTEL II Primary datalink for SIGINT systems
IDS / IRS / ICD Interfaces betw een systems
Data Standards:
XML Registry Namespaces for Ground Ops, GMI, COP, etc.
Defense Data Dictionary System (DDDS) Legacy registry p/o Net-Centric metadata registry
Standard Models:
Command and Control Core Data Model Data model used in JCDB and C2IEDM
Joint METOC Conceptual Data Model Oceanographic and meterological
Unmanned Aerial Vehicle / Joint Airborne Surveillance Architecture Datalinks for UAVs
Defense Data Architecture models Funtional area models p/o Net-Centric metadata registry
Visions and Architectures
Fn / FCS / MC2C information requirements Future service architectures
NCOW Ref Model ICOMS DoD level architecture
IE - DE Mappings Support Mediation and
Harmonization Management
E
xam
ples
for
C
4IS
R
–
N
ot
C
om
plete
18. April 2004 18
IEs are a Tool for Object Semantics
Mission Planning FinanceTransportation
Desired_impact_point:
Time_on_target:
Lethality_characteristics:
Applicable_aircraft:
Size:
Packaged_weight:
Pick_up_location:
Destination:
Unit_cost:
Number_required:
Funding_program:
Contract_number:
Flight Planning
Weight:
Minimum_drop_altitude:
Approach_type:
Drop_angle:
Drag_coefficient:
Engineering
Intended_target:
Casing_thickness:
Detonation_mechanism:
Attachment_mechanism:
Explosive_type:
Ground Operations
Attachment_time_required:
Wing_placement:
Assembly_instructions:
Arming_instructions:
What’s a bomb? (Answer – all)
IEs provide tractable visibility and concurrence mechanisms, in context and
in succeeding levels of detail in integrated architectures
IEs provide tractable visibility and concurrence mechanisms, in context and
in succeeding levels of detail in integrated architectures
Adapted
from
MITRE
Corp
19. April 2004 19
Correct IERs Support Net Centric Data
Management
• IERs are defined as materiel independent descriptions of
information sharing needs for operations
Op Node that needs the information
(org, org type, op role, occupational
specialty)
To do what (op activity, task, process, …)
Op node that produces the info
(org, org type, op role, occupational
specialty)
In the course of what (op activity, task, process, …)
What kind of info (information element)
With any special attributes?
How fast? (timeliness)
How secure? (security)
How much? (size)
How protected? (IA)
How accurate? (accuracy)
etc.
IERs Do NOT Address Communications -- Point-to-
Point, GIG, or otherwise
IERs Do NOT Address Communications -- Point-to-
Point, GIG, or otherwise
20. April 2004 20
Summary
• IEs support many elements of Net-Centric Data Strategy
Net Centric Data Strategy Elements
Information
Elements
COI
Model(structure)Registry
XMLRegistryDiscoveryServicesContentMetadataTransformationServices
GIGPoliciesOntologies
TaxonomiesPedigreeModelSecurityModelNCES
Exchanges,
Requirements, and
Interfaces
IE Taxonomies
Data Element Mappings
Exchange and Interface
Attributes
IE-Level Conceptual
Models
21. April 2004 21
References
1) “DoD Data Administration”, DODI 8320.1, OASD (NII) / DoD CIO, 26 Sept 1991
2) “Department of Defense Net-Centric Data Strategy”, OASD (NII) / DoD CIO, 20 April 2003
3) “Communities of Interest in the Net-Centric DoD Frequently Asked Questions (FAQ), Draft”, OASD (NII) /
DoD CIO, 13 March 2004
4) “The DoD Net- Centric Data Strategy And Discovery & Mediation Enterprise Services”, briefing by OASD
(NII) / DoD CIO, 3 Nov 2003
5) “DoD Net-Centric Data Management Strategy: Metadata Registration”, memorandum, OASD (NII) / DoD
CIO, 3 April 2003
6) “Department of Defense Discovery Metadata Specification (DDMS), Version 1.0”, Deputy Assistant
Secretary of Defense (Deputy Chief Information Officer), 29 September 2003
7) “Department of Defense Architecture Framework, Version 1.0”, OASD (NII) / DoD CIO, 9 Feb 2004
8) DoD XML Registry at http://diides.ncr.disa.mil/
9) CADM documentation and model at https://pais.osd.mil/enterprisearchitectures)
10) C2 Core documentation and model at http://www-datadmn.itsi.disa.mil/datadmn/dda/c2core.html
11) C2IEDM documentation and model at Multilateral Interoperability Program: http://www.mip-site.org/
12) Defense Data Architecture (DDA), documentation and models available at http://diides.ncr.disa.mil/
13) Information Integration for Concurrent Engineering (IICE), IDEF5 Method Report, Armstrong Laboratory
(AL/HRGA), Wright-Patterson Air Force Base, Ohio, 21 Sept 1994
14) Joint Battle Management Command and Control (JBMC2) Roadmap, OUSD (AT&L) / JFCOM, Feb 2004
15) Keithley, H., Multi-INT Fusion Performance, Joint C4ISR Decision Support Center, OASD(C3I),
Washington, D.C., 2001
16) Ontology and Fusion (McDaniel, D., “Multi-Hypothesis Database for Large-Scale Data Fusion”, Proceedings
of the Fifth International Conference on Information Fusion, International Society of Information Fusion,
Sunnyvale, CA, 2002)
17) Naval C4ISR Operational Architecture, Space and Naval Warfare Systems Command (SPAWAR), 1997