This is an alternative version of "On the Road to Competence", with some stuff added about organizational structure.
http://www.noop.nl
http://www.jurgenappelo.com
4. Goal 2:
Can we manipulate communication to grow competence?
5.
6. Agenda
Ideas for competence development
7 approaches to competence
Communication and networks
Introduction
Conclusion
Wake up!
Wake up!
Wake up!
7. Safest traffic in the world
Marshall Islands1.
San Marino2.
Malta3.
Iceland4.
Netherlands5.
Sweden6.
United Kingdom7.
Switzerland8.
Japan9.
Singapore10.
http://en.wikipedia.org/wiki/List_of_countries_by_traffic-related_death_rate
http://www.flickr.com/photos/bobjagendorf/4122137519/
11. We can learn how to
manage software teams
by studying management
of similar systems
(like traffic management)
12. Agenda
Ideas for competence development
7 approaches to competence
Communication and networks
Introduction
Conclusion
Wake up!
Wake up!
Wake up!
13. A collection of competing stimulus-response rules
that respond to input, and generate output
http://en.wikipedia.org/wiki/Learning_classifier_system
Learning classifier system
14. It has a performance system with credit assignment
where rules with good results are triggered more often
Learning classifier system
15. It achieves adaptability through rule discovery:
generation and recombination of building blocks
Learning classifier system
17. Subsidiarity principle
“The dictionary defines subsidiarity as the idea that a central
authority should have a subsidiary function, performing only those
tasks which cannot be performed effectively at a more immediate
or local level.”
http://en.wikipedia.org/wiki/Subsidiarity
19. Precautionary principle
Assuming that things are risky, in
the absence of evidence.
http://en.wikipedia.org/wiki/Precautionary_principle
http://kwebble.com/blog/tag/haarlem
22. Shared space
Increased risk perception
People are less mindful when they see no risks
Reduced false security / risk compensation
People show riskier behavior when they think they are safe
http://en.wikipedia.org/wiki/Shared_space
29. Agile Manifesto
On the 2nd page…
“Continuous attention to technical excellence and good design
enhances agility”
Excellence… how?
http://www.agilemanifesto.org/principles.html
33. Agenda
Ideas for competence development
7 approaches to competence
Communication and networks
Introduction
Conclusion
Wake up!
Wake up!
Wake up!
34. Maturity models (like the CMMI)?
Level 1: Initial Process is unpredictable
Level 2: Managed Process is often reactive
Level 3: Defined Process is proactive
Level 4: Qualitatively Managed Process is measured/controlled
Level 5: Optimizing Focus on process improvement
http://en.wikipedia.org/wiki/Capability_Maturity_Model_Integration
35. “Many of these ‘Process Maturity’ models do not explicitly take into
account that organizations are complex social systems. If it is
performance that really counts, then we need to go beyond
maturity to look at how an organization develops business process
competence.”
Andrew Spanyi, “Beyond Process Maturity to Process Competence.”
http://processownercoach.com/To%20Process%20Competence.pdf
Maturity models (like the CMMI)?
36. Three maturity levels (for skill)
Shu traditional wisdom, learning fundamentals (apprentice)
Ha detachment, breaking with tradition (journeyman)
Ri transcendence, everything is natural (master)
(last column: three similar levels in medieval European guild system)
Note: the Dreyfus Model lists five levels of skill acquisition:
Beginner, Advanced Beginner, Competent, Proficient, Expert
http://en.wikipedia.org/wiki/Shuhari
http://en.wikipedia.org/wiki/Master_craftsman
http://en.wikipedia.org/wiki/Dreyfus_model_of_skill_acquisition
37. Six maturity levels (for discipline)
Oblivious “We don’t even know that we’re performing a process.”
Variable “We do whatever we feel like at the moment.”
Routine “We follow our routines (except when we panic).”
Steering “We choose among our routines by the results they produce.”
Anticipating “We establish routines based on our past experiences.”
Congruent “Everyone is involved in improving everything all the time.”
Gerard Weinberg, Quality Software Management: SystemsThinking
(Alternative: six similar levels in “Agile Made Us Better…” by Ross Petit)
http://www.amazon.com/Quality-Software-Management-Systems-Thinking/dp/0932633226/
http://www.thoughtworks.com/agile-made-us-better
50. Individual competence
“We learned that individual expertise did not
distinguish people as high performers.What
distinguished high performers were larger and
more diversified personal networks.”
Cross, Rob et.al. The Hidden Power of Social Networks. Boston: Harvard Business School Press, 2004
51. Individual competence
“Engineers are roughly five times more likely to
turn to a person for information as to an
impersonal source such as a database.”
Cross, Rob et.al. The Hidden Power of Social Networks. Boston: Harvard Business School Press, 2004
52. “Archetypes” of communicators
Hubs draw information and broadcast it
Gatekeepers carefully managing information flows
Pulsetakers great observers of people
Karen Stephenson QuantumTheory ofTrust. Harlow: Pearson Education Ltd, 2005
53. “Types” of communicators
Connectors exchange information with many people
Mavens invest more time in people
Salesmen masters of interpersonal communication
Malcolm Gladwell The Tipping Point. Boston: Back Bay Books, 2002
55. “The idea of “chunking”: a group of items is perceived as a
single “chunk”.The chunk’s boundary is a little like a cell
membrane or a national border. It establishes a separate
identity for the cluster within. According to context, one
may wish to ignore the chunk’s internal structure or take it
into account.”
Hofstadter, Douglas. Gödel, Escher, Bach. New York: Basic Books, 1979
Forming teams
59. Value units
System administrators
GUI designers
Project Mgt Office
Community of Practice
Center of Excellence
Human Resources
...
Delivering value to teams
69. “Insofar as the business environment is becoming
more complex, firms will need to [...] shift away
from bureaucracies and toward [...] internal
competition (markets), the need for the large firm
to behave as a small one (fiefs), and the
importance of interpersonal networking (clans).”
Max Boisot, “Complexity and the I-Space”, The Interaction of Complexity and Management.
73. http://creativecommons.org/licenses/by-nd/3.0/
This presentation was inspired by the works of many people, and
I cannot possibly list them all. Though I did my very best to attribute
all authors of texts and images, and to recognize any copyrights, if
you think that anything in this presentation should be changed,
added or removed, please contact me at jurgen@noop.nl.