Systems thinking helps us to understand why people behave like they do. It is a tool for modern decision making and suits well the Agile mindset. Originally presented at Mini Italian Agile day 05/2018
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
In this Business Process Reengineering (BPR) presentation, we delve into the dynamic landscape of modern business, influenced by the three Cs: customers, competition, and change. Traditional organizations, originally designed for stability and mass production, now face challenges in a world that demands flexibility and swift adaptability.
While automation has its merits, its scope often falls short of driving fundamental performance improvements. Enter BPR, spearheaded by Michael Hammer and James Champy, which transcends mere automation. BPR is synonymous with radical redesign, a transformative approach that seamlessly integrates with modern technologies like AI and ML. It's about reimagining entire processes and organizational structures, with digital transformation technologies playing a supporting role.
BPR's relevance remains paramount, particularly in the current landscape where the pandemic has accelerated digital transformation efforts. Organizations are turning to BPR to not only enhance customer experiences but also to optimize operations and achieve transformative results. Digital transformation technologies, strategically integrated into the BPR framework, serve as enablers for this comprehensive process redesign.
Our presentation introduces the core concepts of BPR, positioning it at the forefront of organizational evolution, supported by the seamless integration of digital transformation technologies. Drawing insights from successful BPR implementations at companies like Hallmark, Taco Bell, and Xerox, we highlight the immense potential of this approach. It goes beyond traditional IT applications, unlocking substantial cost savings, elevating customer satisfaction, and enhancing operational flexibility. This balanced narrative empowers management teams to navigate the BPR journey effectively in the modern era, where process redesign and digital transformation go hand in hand.
LEARNING OBJECTIVES
1. Acquire a comprehensive understanding of the principles and modern concepts of Business Process Reengineering (BPR).
2. Familiarize with the distinctive characteristics of reengineered processes in the context of contemporary business practices.
3. Learn a structured and technologically-informed approach to transform processes, optimizing them for maximum productivity.
4. Gain insights into the profound impacts of BPR on organizational dynamics and acquire guidelines for effective change management in the digital era.
CONTENTS
1. Key Concepts & Principles
2. Process Management
3. Overview of BPR
4. Organizing for BPR
5. Process Diagnosis
6. Process Redesign
7. Process Deployment
8. Oraganizational Impact of BPR
9. Guidelines for Change Management
10. Pitfalls to Avoid
The document discusses key concepts in systems thinking including feedback loops, emergence, and open and closed systems perspectives. It provides examples of how these concepts can be applied to understand business organizations, describing an organization as a complex system with interacting parts that is more than the sum of its components. The behavior of an organization cannot always be predicted and is influenced by its environment through information and resource exchanges.
This presentation introduces agile methodology, talks about scrum and the pros and cons of agile from a various perspectives. It also talks about cost of an agile project
This document discusses systems thinking and key concepts related to systems. It defines systems thinking as the cognitive process of studying and understanding systems of any kind by examining the linkages and interactions between interconnected components. A system is defined as a set of elements organized in a structure that produces characteristic behaviors. Key components of systems include elements, interconnections, and function. The document contrasts System 1 and System 2 thinking and provides examples. It emphasizes that systems thinking is needed to address problems created by more simplistic levels of thinking.
The document discusses systems thinking and its importance for organizational change, providing definitions and concepts of systems thinking including that a system is made up of interconnected parts, and that the structure of relationships between parts determines system behavior. It also outlines 11 laws of systems thinking and characteristics of a systems thinker, emphasizing seeing interdependencies and considering how mental models shape the future.
MRO PROCUREMENT: 3 KEYS TO MANAGING THE COMPLEXITYOpusCapita
This webinar focuses on the challenges in MRO procurement and explains how it is possible to achieve a harmonized and effective purchasing process for spare parts and services for maintenance and achieve both operational impact and savings.
Watch webinar: https://www.opuscapita.com/webinars/2018/mro-procurement-3-keys-to-managing-the-complexity
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
In this Business Process Reengineering (BPR) presentation, we delve into the dynamic landscape of modern business, influenced by the three Cs: customers, competition, and change. Traditional organizations, originally designed for stability and mass production, now face challenges in a world that demands flexibility and swift adaptability.
While automation has its merits, its scope often falls short of driving fundamental performance improvements. Enter BPR, spearheaded by Michael Hammer and James Champy, which transcends mere automation. BPR is synonymous with radical redesign, a transformative approach that seamlessly integrates with modern technologies like AI and ML. It's about reimagining entire processes and organizational structures, with digital transformation technologies playing a supporting role.
BPR's relevance remains paramount, particularly in the current landscape where the pandemic has accelerated digital transformation efforts. Organizations are turning to BPR to not only enhance customer experiences but also to optimize operations and achieve transformative results. Digital transformation technologies, strategically integrated into the BPR framework, serve as enablers for this comprehensive process redesign.
Our presentation introduces the core concepts of BPR, positioning it at the forefront of organizational evolution, supported by the seamless integration of digital transformation technologies. Drawing insights from successful BPR implementations at companies like Hallmark, Taco Bell, and Xerox, we highlight the immense potential of this approach. It goes beyond traditional IT applications, unlocking substantial cost savings, elevating customer satisfaction, and enhancing operational flexibility. This balanced narrative empowers management teams to navigate the BPR journey effectively in the modern era, where process redesign and digital transformation go hand in hand.
LEARNING OBJECTIVES
1. Acquire a comprehensive understanding of the principles and modern concepts of Business Process Reengineering (BPR).
2. Familiarize with the distinctive characteristics of reengineered processes in the context of contemporary business practices.
3. Learn a structured and technologically-informed approach to transform processes, optimizing them for maximum productivity.
4. Gain insights into the profound impacts of BPR on organizational dynamics and acquire guidelines for effective change management in the digital era.
CONTENTS
1. Key Concepts & Principles
2. Process Management
3. Overview of BPR
4. Organizing for BPR
5. Process Diagnosis
6. Process Redesign
7. Process Deployment
8. Oraganizational Impact of BPR
9. Guidelines for Change Management
10. Pitfalls to Avoid
The document discusses key concepts in systems thinking including feedback loops, emergence, and open and closed systems perspectives. It provides examples of how these concepts can be applied to understand business organizations, describing an organization as a complex system with interacting parts that is more than the sum of its components. The behavior of an organization cannot always be predicted and is influenced by its environment through information and resource exchanges.
This presentation introduces agile methodology, talks about scrum and the pros and cons of agile from a various perspectives. It also talks about cost of an agile project
This document discusses systems thinking and key concepts related to systems. It defines systems thinking as the cognitive process of studying and understanding systems of any kind by examining the linkages and interactions between interconnected components. A system is defined as a set of elements organized in a structure that produces characteristic behaviors. Key components of systems include elements, interconnections, and function. The document contrasts System 1 and System 2 thinking and provides examples. It emphasizes that systems thinking is needed to address problems created by more simplistic levels of thinking.
The document discusses systems thinking and its importance for organizational change, providing definitions and concepts of systems thinking including that a system is made up of interconnected parts, and that the structure of relationships between parts determines system behavior. It also outlines 11 laws of systems thinking and characteristics of a systems thinker, emphasizing seeing interdependencies and considering how mental models shape the future.
MRO PROCUREMENT: 3 KEYS TO MANAGING THE COMPLEXITYOpusCapita
This webinar focuses on the challenges in MRO procurement and explains how it is possible to achieve a harmonized and effective purchasing process for spare parts and services for maintenance and achieve both operational impact and savings.
Watch webinar: https://www.opuscapita.com/webinars/2018/mro-procurement-3-keys-to-managing-the-complexity
SUPPLY CHAIN CANVAS: Deliver “10x Faster, Better, and Cheaper Solutions” for ...Rod King, Ph.D.
The guaranteed survival of any organization today depends on its ability to deliver "exponential solutions" and in particular, "10x Faster, Better, and Cheaper Solutions" than traditional ones. This Ideal Value Proposition is highly desirable by many organizations. However, the big question is: "How does one create and deliver "10x Faster, Better, and Cheaper Solutions" for stakeholders?
This presentation introduces the tool of the Supply Chain Canvas. Building on the concept of the classic supply chain which involves four categories of stakeholders (Supplier; Provider; Customer; Consumer), the Supply Chain Canvas uses the concept and tool of the Business Model Strip to link the stakeholders to form a fractal supply chain. The resulting diagram, which is called a "Supply Chain Canvas," can be used to rapidly map, analyze, improve, design, and manage supply chains as well as business models. Included in this presentation are examples of how the Supply Chain Canvas is applied to the non-governmental sector as well as private sector.
This chapter introduces supply chain management and discusses how changes in the business landscape necessitated a shift towards a supply chain approach. It outlines the key drivers of change, including the empowered consumer, industry deregulation, globalization, and advancing technology. The chapter also defines supply chain management and describes the development of the supply chain concept. It explains the benefits of effective supply chain practices through case studies and discusses characteristics of modern supply chain approaches, such as inventory visibility, pull systems, and collaborative relationships between partners.
Systems thinking is a holistic approach to analysis that focuses on the way that a system's constituent parts interrelate and how systems work over time and within the context of larger systems. The document discusses systems thinking approaches like considering causal loops and flows within systems. It provides an example of how applying pesticides to reduce crop damage from one insect can have unintended consequences by disrupting the natural controls on other insect populations. The document advocates using systems modeling and a strategic outlook to better understand complex problems and their systemic causes.
Many doubt it to be so, but Agile Development and supporting Agile software DOES have a place among Government Agencies. Tune in to see the successes and failures as the FBI attempted to utilize Agile Development practices
Systems thinking is an approach to problem solving that views problems as parts of an overall system, rather than reacting to individual parts or events in isolation. It involves understanding the linkages, relationships and interactions between system components. Some key aspects of systems thinking include viewing a system as self-organizing, constantly changing, tightly linked, governed by feedback, nonlinear, history dependent, counterintuitive and resistant to change. Systems thinking helps provide context, anticipate consequences of changes, and identify points of control within the overall system.
The document discusses procurement strategy and outlines several key points:
1. It addresses challenges with accurately measuring costs and potential issues like human error or distortion.
2. It examines common strategic planning tools and issues they may have in fully representing an organization.
3. It outlines the structure of an effective procurement strategy, including defining the mission, strategic outcomes, and ensuring alignment with the overall organizational strategy.
Learn the fundamentals of Lean-Agile project portfolio management.
This is the Lean PPM part of the Lean-Agile Project Management (LeanPM®) training developed by the Lean Project Management Foundation.
Read the full chapter on www.leanpm.org.
The document discusses change management processes and challenges. It describes the three phases of change management as preparing for change, managing change, and reinforcing change. It also discusses Lewin's three step model of change as unfreezing, moving, and refreezing. Some key challenges discussed are planning, lack of consensus, communication, and employee resistance to change. Effective change management can benefit organizations by enhancing best practices and creating an enabling work environment.
Project and Program Risk Management
Reasons to Manage Risks
ISO31000 for Risk Management
Risk Management in Project Lifescycle
Tools to manage Project Risks
This seminar report provides an overview of systems thinking and key concepts. It defines systems thinking as viewing problems as parts of an overall system rather than in isolation. A system is a collection of parts integrated to accomplish an overall goal, with inputs, processes, outputs and outcomes, and feedback. Systems can be biological, mechanical, social, or other types and range from simple to complex. Systems theory studies principles that can be applied to all types of systems. Some basic principles of systems thinking discussed are that change is slow but lasting, cause and effect are not always closely linked, and easy answers often do not address complexity. The report also lists examples of systems principles like how a system's behavior depends on its structure and how systems seek
Appreciative Inquiry is a communication theory and tool that focuses on identifying what is working well within an organization rather than focusing on problems. It involves exploring the best experiences and strengths through open-ended questioning to discover the organization's core values and shared visions for the future. Appreciative Inquiry was developed in the 1980s and uses a 4D model of Discovery, Dream, Design, and Destiny to help organizations evolve by building on past successes.
A system is a network of interdependent components that work together to try to accomplish the aim of the system. A system must have an aim. Without an aim, there is no system. The aim of the system must be clear to everyone in the system.
But what does it all mean really and how does it apply to our businesses? What does it take to have a systems thinking or holistic view and approach?
In this presentation, we'll take a look at systems thinking, how we can get into this mindset and how it is used in the real world. With some interactive exercises, historical and present examples we hope this session will leave you with an understanding of systems thinking and its many benefits.
The document discusses organizational change management. It defines OCM as managing changes to an organization's culture, policies, processes and employee roles in response to business needs and technology changes. Effective OCM requires assessing needs, clear communication, coaching employees through change, and training. John Kotter's influential 8-step model for successful change management is described, including establishing urgency, building teams, communicating vision, empowering employees and creating short-term wins. The roles and responsibilities of change managers are also outlined.
System Thinking - Affect on Decision MakingMuhammad Awais
The document discusses systems thinking and its impact on decision making. It begins with introductions to systems concepts and definitions of systems thinking. It describes the difference between system 1 and system 2 thinking, with system 1 being fast, automatic thinking and system 2 being slower, effortful thinking. It emphasizes that in today's complex and interconnected world, systems thinking is needed to understand complex problems and avoid unintended consequences of decisions. Systems thinking provides a holistic view rather than a narrow, reductionist view to help make better decisions. The document provides examples of applying systems thinking in various domains and argues it is a new way of thinking needed to address challenges of the current century.
The level of success of your supplier collaboration is largely dependent on the onboarding process. Suppliers can be hesitant on changing their process, which is why we believe in making it as simple as possible. In fact, it’s been proven that Tradeshift onboards suppliers 5 times faster than the competitors.
Join Tradeshift for a free educational 45-minute webinar, where you will walk away with:
- An understanding of Tradeshift’s onboarding methodology
- Case studies and business cases from our clients and their suppliers about their collaboration ecosystem
- A high-level demo of the Tradeshift product so you can see how easy it is to use
The document discusses Scrumban, a hybrid agile framework that combines elements of Scrum and Kanban. It introduces key Scrumban concepts like work-in-progress limits, daily stand-ups, just-in-time planning, and continuous flow of stories. Scrumban is intended for more mature agile teams working in unpredictable environments on existing products. The document also lists some advantages of Scrumban like leveraging the best of Scrum and Kanban in a lean system and its ability to improve good teams.
The document discusses project management tools and describes the process of selecting Trello as the tool for a student project group. It provides an overview of project management methodology, popular tools in 2017 including Trello, Wrike, and Taiga, and why the group chose Trello. Trello was selected because it is free, fully featured, has a mobile app, simple user interface, and plugins that can improve graphs for project planning and management.
This document discusses procurement management for IT projects. It defines procurement as obtaining goods and services from outside vendors rather than internal organizations. It describes the key aspects of a procurement management process, including managing contracts and supplier relationships to ensure high quality deliverables. The document outlines the main procurement processes of plan procurements, conduct procurements, administer procurements, and close procurements. It also discusses common procurement tools and techniques used in each process. Finally, it describes different types of contracts like fixed price, time and materials, and fixed price per delivered unit contracts.
This document discusses the concept of management. It begins by explaining that management is needed when groups of people work together towards a common goal, as it provides a system to plan, organize, coordinate, and direct group efforts. It then outlines the topics that will be covered, including definitions of management and its functions. The document notes that around 10,000 years ago, Cro-Magnon people were more successful than Neanderthals as they lived in social groups and developed management skills to better organize collective action, demonstrating the importance of management. In conclusion, management is key to the success of any organized group effort.
Chris Soderquist presentation at the 2016 Science of HOPE
Description:
This session will introduce participants to a powerful approach to orchestrating useful learning across difficult boundaries using system dynamics. Through real world examples and interactive exercises, participants will learn how system dynamics can help them gain far more useful leverage when addressing complex, adaptive challenges. Participants will also see how this approach was used in a project funded by the Foundation for Healthy Generations to guide strategic decisions in Washington (and other states) for building community capacity and resilience.
When building digital products and services, we are designing complex systems.We need to think the customer experience through on several channels, figure out the system architecture, gain understanding through data and research, decide what to iterate... - not easy, but fun!
In this keynote talk given at Agile Cambridge 2016, Johanna introduces core systems thinking principles for designing better services, discussed how data and feedback mechanisms help us understand what is going on in a system, and addressed the challenge of bringing about change in a system.
SUPPLY CHAIN CANVAS: Deliver “10x Faster, Better, and Cheaper Solutions” for ...Rod King, Ph.D.
The guaranteed survival of any organization today depends on its ability to deliver "exponential solutions" and in particular, "10x Faster, Better, and Cheaper Solutions" than traditional ones. This Ideal Value Proposition is highly desirable by many organizations. However, the big question is: "How does one create and deliver "10x Faster, Better, and Cheaper Solutions" for stakeholders?
This presentation introduces the tool of the Supply Chain Canvas. Building on the concept of the classic supply chain which involves four categories of stakeholders (Supplier; Provider; Customer; Consumer), the Supply Chain Canvas uses the concept and tool of the Business Model Strip to link the stakeholders to form a fractal supply chain. The resulting diagram, which is called a "Supply Chain Canvas," can be used to rapidly map, analyze, improve, design, and manage supply chains as well as business models. Included in this presentation are examples of how the Supply Chain Canvas is applied to the non-governmental sector as well as private sector.
This chapter introduces supply chain management and discusses how changes in the business landscape necessitated a shift towards a supply chain approach. It outlines the key drivers of change, including the empowered consumer, industry deregulation, globalization, and advancing technology. The chapter also defines supply chain management and describes the development of the supply chain concept. It explains the benefits of effective supply chain practices through case studies and discusses characteristics of modern supply chain approaches, such as inventory visibility, pull systems, and collaborative relationships between partners.
Systems thinking is a holistic approach to analysis that focuses on the way that a system's constituent parts interrelate and how systems work over time and within the context of larger systems. The document discusses systems thinking approaches like considering causal loops and flows within systems. It provides an example of how applying pesticides to reduce crop damage from one insect can have unintended consequences by disrupting the natural controls on other insect populations. The document advocates using systems modeling and a strategic outlook to better understand complex problems and their systemic causes.
Many doubt it to be so, but Agile Development and supporting Agile software DOES have a place among Government Agencies. Tune in to see the successes and failures as the FBI attempted to utilize Agile Development practices
Systems thinking is an approach to problem solving that views problems as parts of an overall system, rather than reacting to individual parts or events in isolation. It involves understanding the linkages, relationships and interactions between system components. Some key aspects of systems thinking include viewing a system as self-organizing, constantly changing, tightly linked, governed by feedback, nonlinear, history dependent, counterintuitive and resistant to change. Systems thinking helps provide context, anticipate consequences of changes, and identify points of control within the overall system.
The document discusses procurement strategy and outlines several key points:
1. It addresses challenges with accurately measuring costs and potential issues like human error or distortion.
2. It examines common strategic planning tools and issues they may have in fully representing an organization.
3. It outlines the structure of an effective procurement strategy, including defining the mission, strategic outcomes, and ensuring alignment with the overall organizational strategy.
Learn the fundamentals of Lean-Agile project portfolio management.
This is the Lean PPM part of the Lean-Agile Project Management (LeanPM®) training developed by the Lean Project Management Foundation.
Read the full chapter on www.leanpm.org.
The document discusses change management processes and challenges. It describes the three phases of change management as preparing for change, managing change, and reinforcing change. It also discusses Lewin's three step model of change as unfreezing, moving, and refreezing. Some key challenges discussed are planning, lack of consensus, communication, and employee resistance to change. Effective change management can benefit organizations by enhancing best practices and creating an enabling work environment.
Project and Program Risk Management
Reasons to Manage Risks
ISO31000 for Risk Management
Risk Management in Project Lifescycle
Tools to manage Project Risks
This seminar report provides an overview of systems thinking and key concepts. It defines systems thinking as viewing problems as parts of an overall system rather than in isolation. A system is a collection of parts integrated to accomplish an overall goal, with inputs, processes, outputs and outcomes, and feedback. Systems can be biological, mechanical, social, or other types and range from simple to complex. Systems theory studies principles that can be applied to all types of systems. Some basic principles of systems thinking discussed are that change is slow but lasting, cause and effect are not always closely linked, and easy answers often do not address complexity. The report also lists examples of systems principles like how a system's behavior depends on its structure and how systems seek
Appreciative Inquiry is a communication theory and tool that focuses on identifying what is working well within an organization rather than focusing on problems. It involves exploring the best experiences and strengths through open-ended questioning to discover the organization's core values and shared visions for the future. Appreciative Inquiry was developed in the 1980s and uses a 4D model of Discovery, Dream, Design, and Destiny to help organizations evolve by building on past successes.
A system is a network of interdependent components that work together to try to accomplish the aim of the system. A system must have an aim. Without an aim, there is no system. The aim of the system must be clear to everyone in the system.
But what does it all mean really and how does it apply to our businesses? What does it take to have a systems thinking or holistic view and approach?
In this presentation, we'll take a look at systems thinking, how we can get into this mindset and how it is used in the real world. With some interactive exercises, historical and present examples we hope this session will leave you with an understanding of systems thinking and its many benefits.
The document discusses organizational change management. It defines OCM as managing changes to an organization's culture, policies, processes and employee roles in response to business needs and technology changes. Effective OCM requires assessing needs, clear communication, coaching employees through change, and training. John Kotter's influential 8-step model for successful change management is described, including establishing urgency, building teams, communicating vision, empowering employees and creating short-term wins. The roles and responsibilities of change managers are also outlined.
System Thinking - Affect on Decision MakingMuhammad Awais
The document discusses systems thinking and its impact on decision making. It begins with introductions to systems concepts and definitions of systems thinking. It describes the difference between system 1 and system 2 thinking, with system 1 being fast, automatic thinking and system 2 being slower, effortful thinking. It emphasizes that in today's complex and interconnected world, systems thinking is needed to understand complex problems and avoid unintended consequences of decisions. Systems thinking provides a holistic view rather than a narrow, reductionist view to help make better decisions. The document provides examples of applying systems thinking in various domains and argues it is a new way of thinking needed to address challenges of the current century.
The level of success of your supplier collaboration is largely dependent on the onboarding process. Suppliers can be hesitant on changing their process, which is why we believe in making it as simple as possible. In fact, it’s been proven that Tradeshift onboards suppliers 5 times faster than the competitors.
Join Tradeshift for a free educational 45-minute webinar, where you will walk away with:
- An understanding of Tradeshift’s onboarding methodology
- Case studies and business cases from our clients and their suppliers about their collaboration ecosystem
- A high-level demo of the Tradeshift product so you can see how easy it is to use
The document discusses Scrumban, a hybrid agile framework that combines elements of Scrum and Kanban. It introduces key Scrumban concepts like work-in-progress limits, daily stand-ups, just-in-time planning, and continuous flow of stories. Scrumban is intended for more mature agile teams working in unpredictable environments on existing products. The document also lists some advantages of Scrumban like leveraging the best of Scrum and Kanban in a lean system and its ability to improve good teams.
The document discusses project management tools and describes the process of selecting Trello as the tool for a student project group. It provides an overview of project management methodology, popular tools in 2017 including Trello, Wrike, and Taiga, and why the group chose Trello. Trello was selected because it is free, fully featured, has a mobile app, simple user interface, and plugins that can improve graphs for project planning and management.
This document discusses procurement management for IT projects. It defines procurement as obtaining goods and services from outside vendors rather than internal organizations. It describes the key aspects of a procurement management process, including managing contracts and supplier relationships to ensure high quality deliverables. The document outlines the main procurement processes of plan procurements, conduct procurements, administer procurements, and close procurements. It also discusses common procurement tools and techniques used in each process. Finally, it describes different types of contracts like fixed price, time and materials, and fixed price per delivered unit contracts.
This document discusses the concept of management. It begins by explaining that management is needed when groups of people work together towards a common goal, as it provides a system to plan, organize, coordinate, and direct group efforts. It then outlines the topics that will be covered, including definitions of management and its functions. The document notes that around 10,000 years ago, Cro-Magnon people were more successful than Neanderthals as they lived in social groups and developed management skills to better organize collective action, demonstrating the importance of management. In conclusion, management is key to the success of any organized group effort.
Chris Soderquist presentation at the 2016 Science of HOPE
Description:
This session will introduce participants to a powerful approach to orchestrating useful learning across difficult boundaries using system dynamics. Through real world examples and interactive exercises, participants will learn how system dynamics can help them gain far more useful leverage when addressing complex, adaptive challenges. Participants will also see how this approach was used in a project funded by the Foundation for Healthy Generations to guide strategic decisions in Washington (and other states) for building community capacity and resilience.
When building digital products and services, we are designing complex systems.We need to think the customer experience through on several channels, figure out the system architecture, gain understanding through data and research, decide what to iterate... - not easy, but fun!
In this keynote talk given at Agile Cambridge 2016, Johanna introduces core systems thinking principles for designing better services, discussed how data and feedback mechanisms help us understand what is going on in a system, and addressed the challenge of bringing about change in a system.
This document discusses systems thinking and provides tools and concepts to help understand and change systems. It defines a system as interconnected parts that produce characteristic behaviors. It discusses hard and soft systems, and that problems cannot be "fixed" but situations improved. Understanding comes from modeling relationships and influences through tools like iceberg models, rich pictures and customer journeys. Changing systems involves altering information flows, rules and goals which are high leverage points. References for further learning are provided.
The document discusses the role of managers in agile organizations. It suggests that managers focus on empowering self-organizing teams, removing impediments, teaching problem-solving skills, and stimulating continuous improvement and growth across the organization. Effective agile leadership involves roles like servant leadership, host leadership, and defining one's scope of influence at the relationship and organizational levels. Managers should invest in learning through coaching, mentoring, and developing learning organizations with principles like systems thinking and shared vision.
This presentation was used as part of the collaborative work environment designed for delivering a workshop about SSM for group problem solving in the IAF - International Association of Facilitators - European Middle East and Africa, Regional Conference 2014.
Systems thinking in a nutshell
System and component
System Engineering in software development
Activity – The natural system
Activity – Let’s build a system (guided)
Systems thinking in a nutshell
System and component
System Engineering in software development
Activity – The natural system
Activity – Let’s build a system (guided)
System thinking and the arizona homeless problem by Bob BergmanEric Kingsbury, MBA
Bob Bergman on Systems Thinking and Chronic Social Problems
Understand why good intentions are not enough to solve chronic social problems and the application of systems thinking to understanding why homelessness persists in Maricopa County. While there will be a brief discussion on the complexity of social problems (Wicked Problems), this will not be a discussion on complexity theory, adaptive complex systems, autopoiesis, bifurcations, co-evolution, chaos and edge of chaos, emerging properties,far-from-equilibrium-states, power-law, self-organized criticality, sensitivity to initial conditions, etc. Rather this will be a discussion on the usefulness of applying systems thinking to chronic social and structural problems, with the hope that further “futures discussions” can take a similar approach.
Bob Bergman is President at Southwest Management Technology, LLC. He has 45 years of experience in management, technology, strategic planning, and systems thinking. Bob has been a WFS member for many years as well.
Applying Systems Thinking to Software ArchitectureMatt McLarty
Matt McLarty discusses applying systems thinking concepts to software architecture. He explains that software systems are sociotechnical systems and outlines several systems thinking models that can be useful for software architecture, including stocks and flows, feedback loops, system archetypes, and leverage points. He provides an example of how using these models could help a company called ST3, Inc. address challenges with frequent software release failures by shifting perspectives and increasing self-organization among product teams.
The Early Stage Analysis of a Systemic Innovation LabRSD7 Symposium
The FEMLAS methodology is a systemic design approach used by a Systemic Innovation Lab to address wicked problems. It involves forming a core team, mapping the current solution ecosystem initiatives, engaging users to identify gaps, and facilitating the co-creation of new initiatives to address those gaps. The process is iterative, with the core team periodically updating the system mapping and re-engaging users to support continuous adaptation over time.
Systemic Design Toolkit - Systems Innovation BarcelonaPeter Jones
The Systemic Design Toolkit represents a formalized set of methods and research tools designed by Namahn and developed with collaboration by me (SDA) and Alex Ryan of MaRS. The Toolkit can be discovered at https://www.systemicdesigntoolkit.org/
The document discusses agile principles and metaphors. It first reviews some statistics and criticisms of agile practices. It then covers the values and principles in the Agile Manifesto. Two metaphors are presented: software development as gardening and as a complex adaptive system. The document emphasizes that agile principles should guide practices, and that experience applying theories is important. Practices without principles risk being aimless, while principles without practices are just intellectual concepts.
Systems Concepts for Agile PractitionersRoger Brown
Agile software development practices are based on a set of values and principles described in the Agile Manifesto. As change agents for Agile transformation, we rely on these to help get the message across. There is another layer below principles, a set of scientific models that can help explain why the principleswork and strengthen the Agile message for some audiences. These are described in this presentation.
Systems Concepts for Agile PractitionersRoger Brown
Agile software development practices are based on a set of values and principles described in the Agile Manifesto. As change agents for Agile transformation, we rely on these to help get the message across. There is another layer below principles, a set of scientific models that can help explain why the principleswork and strengthen the Agile message for some audiences. These are described in this presentation.
Systems Concepts for Agile PractitionersRoger Brown
The document discusses various systems concepts relevant to agile practitioners, including system dynamics, lean thinking, complexity theory, and learning organizations. It notes that systems are greater than the sum of their parts and exhibit emergent behaviors. Reductionism is insufficient for understanding dynamic nonlinear systems. Helpful models for analysis include queuing theory, system dynamics, and network theory. Feedback loops and delays can produce counterintuitive behaviors. Push systems overwhelm capacity while pull systems maintain steady flow. The document emphasizes the importance of systems thinking, building shared vision, and continuous learning in organizations.
This document discusses how high-velocity organizations achieve greatness through continuous improvement. It outlines four key capabilities: 1) Seeing problems as they occur and making them visible, 2) Swarming to solve problems and build new knowledge, 3) Sharing new knowledge throughout the organization, and 4) Developing high-velocity skills in others. High-velocity organizations focus on process integration over silos, continually learn from failures, contain and diagnose problems to prevent reoccurrence, and make problem solving and new knowledge available organization-wide to multiply their power. The goal is for these organizations to become self-diagnosing and self-improving.
Basicqualitytoolspresentationleanjourneyvjen 110917194351-phpapp01Md Jawed Akbar
This document provides an overview of problem solving and basic quality tools. It begins with an agenda outlining what will be covered, including what problem solving is, the PDCA problem solving methodology, and various problem solving tools. It then defines problems, problem solving, common and special causes. Various problem types like acute and chronic problems are described. The document outlines the PDCA cycle and provides examples of tools like brainstorming, cause and effect diagrams, flow charts, check sheets, scatter diagrams, and stratification. It emphasizes that effective problem solving is data-driven and these tools provide methods for analyzing data to identify and solve problems.
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4. A hot topic in the Agile world
@JuhanaOne
• Second principle ”Apply Systems Thinking”?
• 8th principle ”Systems Thinking”?
• First principle ”Adopt a systems thinking view of organizational
transformation”?
• Thinking tools for Software development are: “Lean, Agile, Queuing
Theory and Systems Thinking”?
5. Origins
@JuhanaOne
• Based on Systems Theory
• In 1958, Harvard Business Review published “Industrial
Dynamics: A Major Breakthrough for Decision Makers”
• In 1990, Peter Senge popularized systems thinking in his book
The Fifth Discipline
• Amazon listed 572 items related to ”Systems Thinking” 5/2018
6. What is a system
@JuhanaOne
Meadows DH (2008) Thinking in Systems. White River Junction, VT: Chelsea Green Publishing
” A system is a set of elements or parts that is coherently organized and
interconnected in a pattern or structure that produces a characteristic set of
behaviors, often classified as its “function” or “purpose.” A system is more than
the sum of its parts. It may exhibit adaptive, dynamic, goal-seeking, self-
preserving and sometime evolutionary behavior ”
10. What is systems thinking
@JuhanaOne
https://managementhelp.org/misc/defn-systemsthinking.pdf
”Systems thinking is a way to view systems from a broad perspective that
includes seeing overall structures, patterns and cycles in systems, rather than
seeing only specific events in the system”
14. @JuhanaOne
1. Today's problems come from yesterday's solutions
2. The harder you push, the harder the system pushes back.
3. The easy way out leads back in
4. The cure can be worse than the disease.
5. Faster is slower.
6. Cause and effect are not always closely related in time
and space
7. Small changes can produce big results
8. You can have your cake and eat it too -- but not all at once.
9. Dividing an elephant in half does not produce two small
elephants.
10.There is no blame
https://www.linkedin.com/pulse/peter-senges-11-laws-systems-thinking-ivan-luizio-magalh%C3%A3es/
15. Traditional thinking vs systems thinking
@JuhanaOne
https://personalityhacker.com/podcast-episode-0039-systems-thinking/
The team works
30% longer –what
will happen?
16. Traditional thinking vs systems thinking
@JuhanaOne
https://personalityhacker.com/podcast-episode-0039-systems-thinking/
The team is not
performing well –
what is wrong?
18. ”80% of the systems performance potential
is found in the interactions among the
system’s parts while 20% of the total
performance of a typical system is found in
the parts themselves”
- Richard Koch
@JuhanaOne
https://www.amazon.com/80-20-Principle-Secret-Achieving/dp/0385491743
19. ”96% of organization performance is a function
of the organization’s structure. Only about 4%
of an organization’s performance is attributable
to the people - W. Edwards Deming ”
@JuhanaOne
20. 60/30/10 Rule
The team’s structure
The way you launch the team
The quality and level of team
coaching
A Theory of Team Coaching
Author(s): J. Richard Hackman and Ruth Wageman
21. 60/30/10 Rule
60 The team’s structure
30 The way you launch the team
10 The quality and level of team
coaching
A Theory of Team Coaching
Author(s): J. Richard Hackman and Ruth Wageman
22. @JuhanaOne
Behaviour over time diagrams
Root cause analysis
Cause-and-effect diagrams
System archetypes
Causal loop diagrams
https://thesystemsthinker.com/wp-content/uploads/2016/03/Systems-Thinking-Tools-TRST01E.pdf
23. When to apply?
• To gain understanding of a
complex situation
• To gain sufficient understanding
to make predictions of future
system behaviour
• To solve a problem
• To create a new system
@JuhanaOne
https://www.burgehugheswalsh.co.uk/Uploaded/1/Docume
nts/What-is-Systems-Thinking.pdf
27. Causal loop
diagrams
• Designed to visualise the ongoing
dynamic interaction between
elements in a system
• Consist of variables connected by
causal links with polarities and
delays
• Together, these create feedback
loops
@JuhanaOne
28. Goals
• People, organisations,
departments, and systems have
goals
• Goals often generate pressure for
people to react (or act), with the
intent of achieving the goal
@JuhanaOne
20% more social
media interactions
To get 200 website
referrals and 25 leads
from LinkedIn
To make 5 referral
sales totalling
500,000 e
Increased website
visits and leads
29. Variables
• The key elements that are closely
related to the system
• Are things, actions or feelings
(nouns)
• Can be measured
• Quantities can vary over time
@JuhanaOne
HEALTHCARE DELIVERY
Waiting list
Waiting time
Admission rate
Patients in the hospital
Hospital capacity
Capacity utilization
Duration of treatment
Medical opinion
New referrals
30. Causal links
• Represent a connection or a relation
between the two variables
• Variable must has an effect on another
• Positive polarity
• Two variables move in the same direction
• Births population
• Negative polarity
• Two variables move in the opposite direction
• Deaths population
• Sometimes there is a delay in the
connection
@JuhanaOne
31. Feedback loops
• When one variable leads to a change in
another variable that eventually leads
to a change in the original variable
• Positive feedback loop
• Changes reinforces the initial change
• Rapid growth or collapse
• Bank account and interest earned
• Negative feedback loop
• Changes balances the initial change
• The harder the push, the harder the system
pushes back
• Goal-seeking
• Body temperature and sweating
@JuhanaOne
https://systemsandus.com/2012/08/15/learn-to-read-clds/
+
+ +
32. Before we start
• Use nouns (as elements)
• Correlation vs causal
• If there are too many variables, try
to bundle them
• If a link between two variables is
not clear, modify variables or add an
intermediate variable
• Long-term and short-term
consequences almost always differs
• Keep the model as simple as
possible
@JuhanaOne
https://thesystemsthinker.com/guidelines-for-drawing-causal-loop-diagrams-2/
33. Exercise
1. Your software project has reached the halfway milestone
2. A new program lead just started last week
3. He has lot of new ideas
4. New ideas are attached on the wall
5. The group will select one idea ( 3-4 members in one group)
6. The group design a causal loop diagram
Goal is to understand consequences with help of System Thinking
@JuhanaOne
34. • Decision: team members work in multiple projects at the same time
(shared recourse)
• Decision: Story points are used as performance metric
• Decision: a specialized testing team is created
• Decision: Retrospectives are skipped because of the tight schedule
• Decision: The Project is late. More team members are added to the
project
• Decision: Critical bugs are not fixed right away, instead bugs added to
the backlog
@JuhanaOne
Editor's Notes
Our mission is to change the world for the better
THROUGH DIGITALISATION
BY RENEWING WAYS OF WORKING
VAlues
1. Gofore is a great workplace.
2. Gofore thrives on customer success.
Remind house rules
Scrum pattern is how to solve real world problems in a specific problems. Has worked 3 times
Systems theory is a thoery about the nature of complex systems in nature, society, and science, and is a framework by which one can investigate and/or describe any group of objects that work together to produce some result
Elements: descripises the characteristics of the system
Interconnections: relationships among the elements and determine how elements will interact
Purpose: descripes the goal of the system
Collectiion is also composed of number of parts not interconnection or purpose
Finland is one of the country with no european champinship or world cup (andorra, san marino) appearances
Soccer game is a system
What are the elements
What are the interconnections
What is the purpose
definition
seeing the whole
The basics:A stock is a noun, it can be measured at any given time and represents a quantity of something.An inflow and outflow are verbs and are measured over the course of time.Feedback is information about the stock and how the variables affect one another.
The bank account is the stock and always has a volume of cash, whether that is $3,109, $0, or $-52. The bank account will increase or decrease in size based on the amount of money going in (paychecks) or out (spending). The interest gained on the account will add to the size of the stock and is the feedback loop in this example.
impact is higher
Practises
1. Today's problems come from yesterday's solutions.
Too often our solutions strike back to create new problems.
2. The harder you push, the harder the system pushes back.
3. The easy way out leads back in.
Give a small boy a hammer. Leaders often have a few quick fixes in their "quiver" of solutions that have brought quick and easy success in the past. If the solution were easy then it should have already been found.
4. The cure can be worse than the disease.
giving a man a fish and teaching him how to fish. Wrong asumpsions. Better not to do anything
5. Faster is slower.
Thinking fast and slow - "System 1" is fast, instinctive and emotional; "System 2" is slower, more deliberative, and more logical.
6. Cause and effect are not always closely related in time and space.
We are good at finding causes, even if they are just symptoms unrelated to root causes.
7. Small changes can produce big results -- but the areas of highest leverage are often the least obvious.
The most grand and splashy solutions -- like changing organization policy, vision, branding or tagline -- seldom work for transforming change. Small, ordinary but consistent and repetitive changes can make a huge difference. kaizen
9. You can have your cake and eat it too -- but not all at once.
Rigid "either-or" choices are not uncommon. Black and white. Remember that this is not a dilemma if we change our perspective or the "rules" of the system.
10. Dividing an elephant in half does not produce two small elephants.
trying to analyze the parts independently is possibly the worst solution.
11. There is no blame.
In a complex adaptive system there is no separate “other”. Everything and everyone is connected and together we co-create the whole system.
Everything can explainded in simple events. One direction.
Systems thinking: feedback loops. Root causes are not individual nodes. Emerging from feedback loops
Health, stress, motivation, productivity,
What is wrong with the team?
What is wrong with the stucture, context, culture etc.
Author of The 80/20 Principle
Father of quality evolution, Total Quality Management based on his ideas
biggest impact team performace
define the Vision, Product Backlog, team agreements (both inward and outward), how Team handles the conflicts, clarify the process, coordination techniques, roles&responsibilities,
Team perfromance
define the Vision, Product Backlog, team agreements (both inward and outward), how Team handles the conflicts, clarify the process, coordination techniques, roles&responsibilities,
Behaviour over time diagram Patterns of Behavior
Root cause analysis – 5 times why
Cause-and-effect diagram –fishbone diagram
System archetypes are "classic system stories," "generic structures," and "templates.” consista 2 or more loops
Systems thinking offers the means to understand; lean, the practice to change.
Systems thinking offers the means to understand; lean, the practice to change.
Sales and marketing goals
If the system is healcare delivery
We are not creating correlation loop diagram
by getting rid of “positive” or “negative” qualifiers (e.g. “good,” “bad,” etc.) and stripping away action words (verbs).