Because I learned a lot as IT-Manager in different companies and I like to improve the world, I like to help to change things for the better, I am very critical of conservative management in this rapidly changing IT-world, I observe, analyze and describe problems, I like to find creative solutions and I like to share, what I have learned so far...
chaos, complex, complicated and simple things
Simple: easy to understand. Example: Lego or multiplication of natural numbers
Complicated: understandable, brain hurts, deterministic. Example: The inner parts and working of a swiss watch
Complex: not fully deterministic, but reasonably predictable. Example: The Legal system
Chaotic: neither deterministic nor predictable. Example: White noise on an old TV screen
search wikipedia for stacey matrix or cynefin framework. I read it once, but it did not fully convince me...
chaos & resonance catastropy
I think, we are living in a chaotic ocean with islands of relative stability.
Resonance catastropy happens, when a complex system has absorbed too much energy and needs to ged rid of it somehow...
example: Tacoma Narrows Bridge Collapse
7 reasons to change
your customers leave you
your business has grown fast
you cannot change your product easily
you have no idea how to hire experts
high fluctuation of staff
you have a big and unsuccesful IT-project
your competitor has a better product
know and provide what your users want
if you have an UX-Team, at least you might not be toast!
a product that is easily adaptable
MVP: a minimum viable product has just those core features that allow the product to be *deployed* and no more
Teams that strive to become better each day
Teams of decent size,
something like 6-Dev, 1 QA,
some OPS, Product and UX
plus SM and Team Architect...
Software that is easily changeable
Software Architecture Prime Directive:
The ability to change the software (the product) with ease at any time
with fast and easy chains
the fastest team checks in and deploys in <5min with all tests through the whole chain.
The slowest teams still needs ~4hours.
If you are still in the two weeks deployment cycle your product is most probably dead or dying.
Space, time and environment for your teams
...is highly educated and probably already applying at another company. Treat them with respect and like grown up people!
Servers, Databases, Routers, infrastructure
...they setup and kill thousands of VMs per day. If providing this kind of infrastructure worries you at all, you are toast...
Chaos is a state, where you cannot predict the future from the present.
wheather can be chaotic,
growth can be chaotic if too fast,
management decisions lead to chaos, if they happen more frequent than the body of the company can react.
Colquitt, J.A., Lepine, J.A., Wesson, M.J. (2015). Organizational behavior: Improving Performance and Commitment in the Workplace. New York: McGraw-Hill Education.
Kozlowski, S.W.J. und Bell, B.S. (2003). Work Groups and Teams in Organization. In Borman, W.C., Ilgen, D.R. und Klimoski, R.J., Comprehensive Handbook of Psychology: Industrial and Organizational Psychology. New York, Wiley.
Stewart, G.L. (2006). A Meta-Analytic Review of Relationships Between Team Design Features and Team Performance. Journal of Management, 32, 29-54.
xls team size simulation
I rather like bigger teams because
they are more stable with respect to holidays & illness
note: the systems in black have the language "unknown" in the legend
Software-Architecture is missing a prime directive!
Software architecture refers to the high level structures of a software system, the discipline of creating such structures, and the documentation of these structures. ...
old men draw pictures of old IT!
we need a new direction!
Prime Directive: make IT changeable!
The ultimate goal is the ability to change software without efford at any time.
start focussing on your deployment!
How often do you deploy?
Otto.de go life 24.10.2013
7 deployments that day...
In the center of the organigramm
... that is me between other department heads. Favors and information are traded like on a bazar. The system is ruled by the law of the fastest and everybody's aim is the top. As top managers, we would be free...
Communication market example
Communication market example
Communication in organizations
...is lame. The channels are thin and unreliable. Sometimes I thing, cigarette breaks communication through the grapevine are the true glue of modern companies. That might sound funny, but it is not.
Communication between customers and technitions is largely done via (MS-Word) documents. Created by people who are amateurish authors and consumed by non-enthusiastic readers.
To simulate the difficulties, we played a telephone game 2.0. Here are the results...
proverbial knowledge travels easy own the communication chain.
"Die faktische Kraft des sprich-wörtlichen..."
"What, if the starting idea is not proverbial?"
if there ever was an explanation why
it got lost over time.
The true north defines you values in an easy an understandable way.
I worked for 12 months a voluteer in the Corrymeela Community. They do reconciliation work in Northern Ireland since 1965. Their true north is on a sign at the parking lot for everybody to read when entering.
Step 2: form guidelines
are simple and few (5)
leave lots of space for team autonomy
are agreed upon
give people a safe framework
Step 3: agile/crossfunctional
Start working across department boundaries, SCRUM is an easy choice.
We started in 2007 at XING with our first SCRUM teams. You have probably already tried it and now you have
some agile teams
or you have proven yourself that agility does not work (in this case, try again or die but don't complain.)
Step 4: let your teams excel
autonomous teams, share nothing principle
is larger than 5 people
works together for longer than 5 months
has specialists for the complicated things
developers, QA, OPS, product and UX
lead tech person - team architect
lead product person - PO
method guru - scrum master, Kanban coach
then stop micromanagement!
Step 5: Vertical architekture
Build independent Teams that run independent systems. Share nothing between these teams. Intergrate the product only at the surface. Use RESTful architecture.
Step 6: change organization
because communication has become the bottleneck.
to care for many agile teams we need a different approach to company organization:
Step 7: focus on delivery
The prime directive of software architecture
changing software has to be simple!
You should be able to deploy and chang your life software within 5 minutes.