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blog:why_doesn_t_traditional_project_management_work_for_software_projects [2016/07/03 13:43]
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blog:why_doesn_t_traditional_project_management_work_for_software_projects [2017/06/18 15:22] (current)
Hans Samios
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   * Simple Domain. The response in the simple context is to "sense - categorize - respond"​. People assess the facts of the situation, categorize them, and then base their response on established practice. If something goes wrong, an person can usually identify the problem, categorize it and respond appropriately. This is the domain of the "best practice"​.   * Simple Domain. The response in the simple context is to "sense - categorize - respond"​. People assess the facts of the situation, categorize them, and then base their response on established practice. If something goes wrong, an person can usually identify the problem, categorize it and respond appropriately. This is the domain of the "best practice"​.
-  * Complicated Domain. The response in a complicated context is "sense - analyze - respond."​ This approach often requires expertise - I can detect there is a problem with my car, but I have to take it to a mechanic who can analyze the cause and get the problem resolved. Because the complicated context calls for investigating several options and there may be more than one "​correct"​ solution, identifying "good practice"​ (not "best practice"​) is the best approach. This is the domain ​if the "​expert"​.+  * Complicated Domain. The response in a complicated context is "sense - analyze - respond."​ This approach often requires expertise - I can detect there is a problem with my car, but I have to take it to a mechanic who can analyze the cause and get the problem resolved. Because the complicated context calls for investigating several options and there may be more than one "​correct"​ solution, identifying "good practice"​ (not "best practice"​) is the best approach. This is the domain ​of the "​expert"​.
   * Complex Domain. The response in the complex context is "probe - sense - respond."​ In a complicated context, at least one right answer exists. In a complex context there may be no known "​correct"​ solution. Instead of attempting to impose a course of action, we must allow the path forward to reveal itself. This means we have to create environments where experiments (probe) allow patterns to "​emerge."​ This also means increasing levels of interaction and communication between stakeholders so that changing understanding of the situations is worked on and communicated to all.   * Complex Domain. The response in the complex context is "probe - sense - respond."​ In a complicated context, at least one right answer exists. In a complex context there may be no known "​correct"​ solution. Instead of attempting to impose a course of action, we must allow the path forward to reveal itself. This means we have to create environments where experiments (probe) allow patterns to "​emerge."​ This also means increasing levels of interaction and communication between stakeholders so that changing understanding of the situations is worked on and communicated to all.
   * Chaotic Domain. The response in the chaotic domain is "act - sense - respond."​ In the chaotic domain, our immediate job is not to discover patterns but to stop the pain. We must first act to establish order, then sense where stability is present and from where it is absent, and then respond by working to transform the situation from chaos to complexity, where the identification of emerging patterns can both help prevent future crises and discern new opportunities. This is the domain of rapid response - "novel practice."​   * Chaotic Domain. The response in the chaotic domain is "act - sense - respond."​ In the chaotic domain, our immediate job is not to discover patterns but to stop the pain. We must first act to establish order, then sense where stability is present and from where it is absent, and then respond by working to transform the situation from chaos to complexity, where the identification of emerging patterns can both help prevent future crises and discern new opportunities. This is the domain of rapid response - "novel practice."​
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