sei xerox corp implementing software architectures lessons learned from a failure mode analysis...
Post on 22-Dec-2015
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SEI Xerox Corp
Implementing Software Implementing Software ArchitecturesArchitectures
Lessons learned from a Failure Lessons learned from a Failure Mode AnalysisMode Analysis
Uncovering Historically Uncovering Historically Prevalent Technology Failure Prevalent Technology Failure
PatternsPatterns
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BackgroundBackground
Organizational ContextOrganizational Context
SituationSituation
ProblemProblem
Approach/MethodApproach/Method
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ApproachApproach
Action ResearchAction Research– Affinity DiagramsAffinity Diagrams– Interrelationship DiagramsInterrelationship Diagrams
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MethodMethod
Grounded Theory (Glasser & Strauss)Grounded Theory (Glasser & Strauss) Theoretical Sampling Data collection Data Analysis –Categorization – Open Coding -(Affinity Diagrams) Axial Coding - (Patterns-Defensive Routines) Selective Coding- (Interrelationship diagrams-
Causal Networks- Behavioral Models)
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Assuring Sponsor’s Assuring Sponsor’s ComfortComfort
– Present live in an intimate setting, to just Present live in an intimate setting, to just the sponsor, giving them chance to digest. the sponsor, giving them chance to digest.
– Help them through the grieving cycle - let Help them through the grieving cycle - let them experience each phase.them experience each phase.
– Recognize them for how they have already Recognize them for how they have already applied lessons of past (e.g. Note which applied lessons of past (e.g. Note which aspects of Russian winter have been aspects of Russian winter have been addressed in this campaign.)addressed in this campaign.)
– Present bad news as a risk to be understood Present bad news as a risk to be understood & managed, not a flaw in their strategy.& managed, not a flaw in their strategy.
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DeliveryDelivery
visuals: diagrams from analysis, visuals: diagrams from analysis, delivered to sponsordelivered to sponsor
EmphasisEmphasis– Results are credibleResults are credible– Results are valuable Results are valuable – Sponsor feels comfortableSponsor feels comfortable– You & interviewees feel safeYou & interviewees feel safe– Results are actionableResults are actionable
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Assuring CredibilityAssuring Credibility
Credibility = integrity of the method + credibility Credibility = integrity of the method + credibility of the respondentsof the respondents– List the people you interviewed, and their List the people you interviewed, and their
relevant expertise.relevant expertise.– Give sponsor an overview of the analysis Give sponsor an overview of the analysis
methodmethod– Make it clear that the results are based on Make it clear that the results are based on
data and not your opinion. You merely data and not your opinion. You merely structured the information and articulated structured the information and articulated common themes.common themes.
– Handout backup but don’t discuss.Handout backup but don’t discuss.
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Creating ValueCreating Value
Value = amount of new information content + Value = amount of new information content + applicabilityapplicability– Distill the data down into a few pages for Distill the data down into a few pages for
ease of initial comprehension. Use format ease of initial comprehension. Use format your sponsor comprehends easily. your sponsor comprehends easily.
– Explain that this information was Explain that this information was subconsciously known by the org & the subconsciously known by the org & the sponsor, the potential value is in explicitly sponsor, the potential value is in explicitly articulating it and using itarticulating it and using it
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Assuring SafetyAssuring Safety
– Never attribute any specific data or Never attribute any specific data or remarks to any specific individual. remarks to any specific individual.
– Note the helpfulness of the Note the helpfulness of the interviewees & the value of the interviewees & the value of the information they provided. information they provided.
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Analysis - ResultsAnalysis - Results
Technical/Business issues Behavior
Cultural norms
• Identified pattern behind previous failures
• Highlighted which parts of the pattern had been addressed, and which still remained
RISKS
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Organizational Defensive Organizational Defensive RoutinesRoutines
Pattern (1) Create Commonality as Pattern (1) Create Commonality as you do your regular workyou do your regular work
Pattern (2) Commonality as a Pattern (2) Commonality as a funded projectfunded project
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(1) Historically, (1) Historically, CommonalityCommonality was was SacrificedSacrificed
Management assumes direction was clear and willbe followed.
No Clear Business Reason for Commonality
heroes can’t say no, so oversubscribe
long term strategy sacrificed
don’t realize it until too late
Heroics rewarded
marketing demands short term requirements be met
No consequences to not implementing strategy
no effective tracking process
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How does this initiative differ from How does this initiative differ from past?past?
Management assumes direction was clear and willbe followed.
No clear business reason for commonality
heroes can’t say no, so oversubscribe
long term strategy sacrificed
don’t realize it until too late
Heroics rewarded
marketing demands short term requirements be met
No consequences to not implementing strategy
no effective tracking process
SEI Xerox Corp
(2) Historically, (2) Historically, CommonalityCommonality was Poorly was Poorly ExecutedExecuted
Invention is valued
Long RunningConflicts between sites
no project needsfully satisfied by initial platform
Strategy originates outside product divisions, driven by technologists
engineeringtoo busy to get involvedearly
•Miss some real product needs•Plans poorly integrated•Sites don’t accept/accommodate each others input
Product teams don’t want to use the common platform
No long term reusable platform evolves
Hogging the ball is
accepted way to be a star
Platform ignored, or heavily customized
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How does this initiative differ from past?How does this initiative differ from past?
Invention is valued
Long RunningTribal Conflicts between sites
no project needsfully satisfied by initial platform
Strategy originates outside product divisions, driven by technologists
engineeringtoo busy to get involvedearly
•Miss some real product needs•Plans poorly integrated•Sites don’t accept/accommodate each others input
Product teams don’t want to use the common platform
No long term reusable platform evolves
Hogging the ball is
accepted way to be a star
Platform ignored, or heavily customized
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Remaining Barriers to this Remaining Barriers to this InitiativeInitiative
Purpose & Implications of platform approach not understood/accepted below Sr. Mgmt level
Supporting platform processes & mindset not in place
All Cultural Norms conflictwith platform approach
belief that non-platform approach is quicker path to current deliverables
Management assumes direction was clear and willbe followed.
no effective tracking process
platform strategy sacrificed
don’t realize it until too late
Cultural preference for non-platform approach
Specific organizational issues
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Follow-upFollow-up
conscious change management strategy conscious change management strategy
employedemployed
specific organizational issues addressedspecific organizational issues addressed
overt culture change initiatedovert culture change initiated
learning applied to other initiatives at learning applied to other initiatives at
corporate levelcorporate level
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Becoming ActionableBecoming Actionable
– Wider presentation of the findings, Wider presentation of the findings, from the sponsor themselves.from the sponsor themselves.
– Will require more work to derive Will require more work to derive specific action plans for countering specific action plans for countering the riskthe risk
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General lessonsGeneral lessons
Use a metaphor that resonates for your Use a metaphor that resonates for your
sponsorssponsors
Communicate that you’re trying to help, not Communicate that you’re trying to help, not
throwing cold water on their plan.throwing cold water on their plan.
Show what happened to others who did not Show what happened to others who did not
adequately consider the winter. adequately consider the winter.
Ask sponsor to authorize and facilitate access Ask sponsor to authorize and facilitate access
to key individualsto key individuals
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General LessonsGeneral Lessons
Interviewees must be credible with sponsorInterviewees must be credible with sponsor Know what kinds of input you seekKnow what kinds of input you seek Getting the right people to talk openlyGetting the right people to talk openly
– build on personal relationshipsbuild on personal relationships– use small, informal settingsuse small, informal settings– emphasize the sponsor’s desire to tap emphasize the sponsor’s desire to tap
leading expertiseleading expertise– mention other prominent intervieweesmention other prominent interviewees
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General LessonsGeneral Lessons
– Expect to get “obvious” info that was Expect to get “obvious” info that was
always known, but never articulatedalways known, but never articulated
– Need to go through 5 layers of “why” to find Need to go through 5 layers of “why” to find
these patterns; seemingly unrelated these patterns; seemingly unrelated
symptoms stem from common causessymptoms stem from common causes
– Dedicate a room for several days so you can Dedicate a room for several days so you can
repeatedly re-arrange stickies on the wallsrepeatedly re-arrange stickies on the walls
– Leave lots of time to create high level Leave lots of time to create high level
summarysummary
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General LessonsGeneral Lessons
If used correctly, the information has great valueIf used correctly, the information has great value– risk mitigation for this invasionrisk mitigation for this invasion– awareness for other invasions now and in awareness for other invasions now and in
futurefuture– culture changeculture change
lightning rod for surfacing resistance & lightning rod for surfacing resistance & issuesissues
identifying entrenched systemic barriers to identifying entrenched systemic barriers to changechange
Acting on this type of information is really hardActing on this type of information is really hard
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CaveatsCaveats
Sophisticated Organizational Sophisticated Organizational Intervention requiring maturity and Intervention requiring maturity and experienceexperience
May surface issues beyond your ability May surface issues beyond your ability
to handle to handle
May Trigger dysfunctional behaviorMay Trigger dysfunctional behavior
Can impact reputations and careersCan impact reputations and careers
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ContactContact
Gene MilukGene MilukSEISEI
[email protected]@sei.cmu.edu
Irene AllenIrene AllenXerox CorporationXerox Corporation
[email protected]@usa.xerox.comm