Agile Starting from Thermodynamics
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1. The document discusses concepts related to agile and complexity including self-organizing systems, emergence, and the second law of thermodynamics. 2. It provides descriptions of structural and dynamic complexity for both organizational and IT aspects of projects. Examples of factors that can contribute to complexity are given. 3. The document references principles of agile methods like Scrum and ideas from complexity science to argue that self-organizing teams can help deliver value through distributed control, feedback, and continuous adaptation.
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Agile Starting from Thermodynamics
- 1. Look at agile starting from thermodynamics Agile Tour 2015 Hangzhou Philip Wang
- 2. Second law of thermodynamics Heat can never pass from a colder to a warmer body without some other change, connected therewith, occurring at the same time. It is impossible, by means of inanimate material agency, to derive mechanical effect from any portion of matter by cooling it below the temperature of the coldest of the surrounding objects. Clausius statement Kelvin statement
- 3. The entropy of the universe tends to a maximum.
- 4. Photo is from Martin Röll from Dresden, Germany
- 6. Structural Organizational Complexity Dynamic Organizational Complexity Structural IT Complexity Dynamic IT Complexity Structural Dynamic ITOrganizational A Conceptual Framework for ISD Project Complexity Lee & Xia/A Measure of ISD Project Complexity
- 7. Structural Organizational Complexity Dynamic Organizational Complexity No sufficient/appropriate staffing The business environment of the end-users changed rapidly No sufficient commitment/support from the top management The end-users’ organizational structure changed rapidly Project manager did not have direct control over project resources The end-users’ business processes changed rapidly The end-users’ information needs changed rapidly Implementing the project caused changes in the users’ organizational structure Structural IT Complexity Dynamic IT Complexity Multiple technology platforms Information technologies that the project depended on changed rapidly Multiple software environments IT infrastructure that the project depended on changed rapidly A lot of integration with other systems IT architecture that the project depended on changed rapidly Multiple external contractors and vendors Software development tools that the project depended on changed rapidly Real-time data processing Structural Dynamic ITOrganizational A Conceptual Framework for ISD Project Complexity Lee & Xia/A Measure of ISD Project Complexity
- 8. Structural Organizational Complexity Dynamic Organizational Complexity Structural IT Complexity Dynamic IT Complexity Structural Dynamic ITOrganizational A Conceptual Framework for ISD Project Complexity Lee & Xia/A Measure of ISD Project Complexity IT infrastructure Data Application Software development tools Uncertainty Requirements Business Processes Organizational structure Uncertainty Stakeholders( Users, project team, external contractors and vendors) Variety IT infrastructure Data Application Technology Variety
- 10. Complex System A system composed of a large number of interacting components, without central control, whose emergent “global” behavior---described in terms of dynamics, information processing, and/or adaptation. http://www.complexityexplorer.org
- 11. Blah blah Blah Blah Blah Blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah blah. Blah blah blah blah blah blah blah blah: Individuals and interactions over processes and tools Blah blah blah blah blah Blah blah blah blah blah Blah blah blah blah blah Blah blah, blah blah blah blah blah blah blah blah blah blah, blah blah blah blah blah blah blah blah. Blah Blah Blah Blah Blah Blah Blah Blah Blah Blah Blah Blah Blah Blah Blah Blah Blah Blah Blah Blah Blah Blah Blah Blah Blah Blah Blah Blah Blah Blah Blah Blah Blah Blah Blah Blah The origin idea is from Alexey Krivitsky's blog.
- 12. 3 Pillars in Scrum • Transparency • Inspection • Adaptation
- 13. –Martin Fowler “XP has rejuvenated the notion of evolutionary design with practices that allow evolution to become a viable design strategy.”
- 14. “The best architectures, requirements, and designs emerge from self-organizing teams.”
- 15. –Ken Schwaber “An ant colony, the brain, the immune system, a Scrum team, and New York City, are self-organizing systems..”
- 19. self-organizing system characters • distributed control • continuous adaptation to a changing environment • emergent structure from local interaction • feedback, both positive and negative • resilience due to the system’s ability to repair and adjust
- 20. Sigi Kaltenecker and Peter Hundermark What Are Self-Organising Teams?
- 21. Self-organizing Scrum Team • Pulling work • Solving conflicts internally • Improving process by themselves • Suggesting solutions • Delivering value Oleksandr Lutsaievskyi: How to build a superstar self-organizing team?
- 22. Build Self-organizing Team • Set the common goal • Give authority • Enable knowledge-sharing • Let team decide • Set good metrics Oleksandr Lutsaievskyi: How to build a superstar self-organizing team?
- 23. –Jim Highsmith “At the heart of complex adaptive systems theory’s relevance to software development is the concept of emergence, and the factors leading to emergent results. ”
- 24. References • COMPLEXITY: THE EMERGING SCIENCE AT THE EDGE OF ORDER AND CHAOS by M. Mitchell Waldrop • THE NATURE OF COMPLEXITY IN IS PROJECTS AND PROGRAMMES by Gregory Robert • CONDITIONS FOR SELF-ORGANIZING IN HUMAN SYSTEMS by Glenda Holladay Eoyang • Toward a complexity theory of information systems development by Hind Benbya and Bill McKelvey • Leading a Self-Organizing Team by Mike Cohn