An Overview With a Focus on

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Agile System Principles and Practice

----

An Overview With a Focus on

IT, Information Security Systems, and Business Systems



INCOSE Chapter Meeting

Albuquerque, NM

July 21, 2004

Rick Dove

dove@parshift.com

www.parshift.com

505
-
586
-
1536

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Rick Dove

Photo: Brian Zick


Interim Exec/Change Mgmnt:

-

CIO at Silterra, 1999
-
2002

-

President at ProMetal, 2002
-
2003


Carnegie Mellon: BSEE,

UC Berkeley: unfinished PhD in


Computer Science


30+ years of start
-
ups and turnarounds


Co
-
founder of
Agile Enterprise

concept
in '91 at Lehigh Univ.


Author: "
Response Ability: The

Language, Structure, and Culture of
Agile Enterprise
", Wiley, 2001.


New Book: "
Value Propositioning:
Perception and Misperception in
Decision Making
", Dec 2004


Lives on Lama Mountain,

Taos, New Mexico, at 8200 feet

......Land of Enchantment.

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This presentation will overview

design principles of agile systems that arose from

industry
-
led collaborative research during the nineties; and features


a method for developing system dynamic requirements,


a method for gauging the maturity of agile systems knowledge, and


a method for developing insightful knowledge of agile systems.


The presentation will highlight examples of agile

mechanical systems, manufacturing processes, IT systems, and
implementation processes.


A new initiative for developing agile information security knowledge and
changing the fundamental nature of security strategy will be previewed.


A brief introduction to the true nature of decision making and how it
reveals the talents required of project champions advancing value
propositions will be previewed.

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How
-
To

Details

Available at Amazon.com


For additional writings….

www.parshift.com

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Uncertainty


Ability to Respond Effectively


Decreasing technology cycles


Evolving business models


Changing customer expectations


Changing market profiles

Fundamental Problem

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Language

Change Comes in 2 Flavors...

Proactive

changes are


generally triggered internally


by the application of new knowledge to generate new value.


Proactive change proficiency: wellspring of leadership and innovative activity.


Reactive

changes are


generally triggered by events which demand a response:


problems that must be attended to or fixed,


opportunities that must be addressed.


Reactive change proficiency: foundation of viability and opportunistic activity.


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-
400
-
4243

Correction

Variation

Reconfiguration

Expansion

(and contraction of capacity)

Migration

Improvement

Modification

(Add/Subtract Capability)

Creation

(and Elimination)

Proactive

Reactive

Change Domain

...and 8 Domains...

Incremental improvement.

Make or eliminate something.

Foreseen, eventual, and fundamental change.

Addition or subtraction of unique capability.

Rectify a dysfunction.

Real
-
time operating change within mission.

Increase or decrease existing capacity.

Reorganize resource or process relationships.

Definition

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400
-
4243

...and 4 Metrics

On
-
Time, On
-
Budget, On
-
Spec


Predictability

100%

0%

Elapsed Time

Total

Cost

$

$

$

$

$

$

Activity Based Change Costing

Time

Cost

Scope

Quality

OK Stretch

OK Stretch

Sufficient Economic Range?

Latitude

Good

Range

Mission

Boundary

Bad

Time

Cost

Quality

Scope

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Structure

System

A group of components

sharing a common interaction framework

and serving a common purpose.

Framework

A set of standards

constraining and enabling the interactions

of compatible system components.

Component

A separable system sub
-
unit

with a self
-
contained capability/purpose/identity,

and capable of interaction with other components.

Company of Divisions

Team of People

Cell of Workstations

Practice of Procedures


Basic Definitions

Stereo System of Components

Chain of Suppliers

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Note
:

1

Dee

Hock

coined

the

word

chaord

for

organisms,

organizations,

and

systems

which

harmoniously

exhibit

characteristics

of

both

order

and

chaos
.

The

Birth

of

the

Chaordic

Century
:

Out

of

Control

and

Into

Order
,

Chaordic

Alliance,

1997
,

www
.
,chaordic
.
org
.


Ordered

Chaordic
1

Chaotic

Lego

Lego

Lego

Lego

Glue

Model

Lego

Erector Set

Frameworks: Three Types of Construction Toy Systems

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400
-
4243

Peer
-
Peer

Interaction

Components

communicate

directly

on

a

peer
-
to
-
peer

relationship
;

and

parallel

rather

than

sequential

relationships

are

favored
.



Deferred

Commitment

Component

relationships

are

transient

when

possible
;

decisions

and

fixed

bindings

are

postponed

until

immediately

necessary
;

and

relationships

are

scheduled

and

bound

in

real
-
time
.

Self
-
Contained

Units

(Components)

Components

are

distinct,

separable,

loosely
-
coupled,

self
-
sufficient

units

cooperating

toward

a

shared

common

purpose
.



Plug

Compatibility

Components

share

defined

interaction

and

interface

standards
;

and

are

easily

inserted

or

removed
.



Facilitated

Reuse


Components

are

reusable/replicable
;

and

responsibilities

for

ready

re
-
use/replication

and

for

management,

maintenance,

and

upgrade

of

component

inventory

is

specifically

designated
.

Distributed

Control

and

Information

Components

are

directed

by

objective

rather

than

method
;

decisions

are

made

at

point

of

maximum

knowledge
;

information

is

associated

locally,

accessible

globally,

and

freely

disseminated
.


Self
-
Organization

Component

relationships

are

self
-
determined
;

and

component

interaction

is

self
-
adjusting

or

negotiated
.

Evolving Standards (Framework)

-

Frameworks
standardize inter
-
component communication and
interaction; define component compatibility; and are
monitored/updated to accommodate old, current, and new
components.


Redundancy

and

Diversity

Duplicate

components

provi de

capacity

right
-
sizi ng

options

and

fail
-
soft

tolerance
;

diversity

among

similar

components

employing

different

methods

is

exploited
.


Elastic

Capacity

Component populations in
response able

systems may be
increased and decreased widely within the existing
framework.

Scalable

Reusable

Reconfigurable

Response Able

System Principles (RRS Principles)

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SEMICONDUCTOR “CLUSTER” MACHINE

Architecture: Reusable, Reconfigurable, Scalable

Reusable Plumbing and Utility Module

Reusable, Reconfigurable

Production Process Modules

Scalable
-
System Material Interface Module

Reconfigurable Material Transfer Module

User Reconfigurable Control Module

Stylized Depiction of

Precision 5000

Family,

Applied Materials, Inc.

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SCALABLE MACHINE CLUSTERS

SEMI, 10/16/89

Document #1796

“Cluster Tool Module Interface and Wafer Transport Standard”

Controlled Environment Inter
-
Cluster Transport Bay

Cassette Module

Process Module

Docking Module

Transfer Module

Key Proactive Issues

Creation

• Create a new broad product
family approximately every
three years [tcs]

Improvement

• Manufacturing cost [s]

• Machine calibration time [s]

• Customer yield curve [s]

Migration

• Develop expertise in a new
generation of science/
technology approximately
every three years [ts]

Modification

• Include new process
capabilities in a machine
when it becomes available [s]

System Examples

Systems Integrity Management

Framework
: Product manager

Components
: Engineering

Inventory:

Product manager

Configuration:

Installation crew

A

A

A

D

E

B

D

A

B

A

D

C

B

A

E

A

A

B

B

E

D

C

Dedicated Parallel

Processing Step

Variable Steps Under

Constant Vacuum

Control

Panels

Transfer

Robots

Process

Chambers

Utility

Bases

Docking

Modules

Material Interfaces

Components

Key Reactive Issues

Correction

• Time to return malfunctioning
equipment to service, and effect
that equipment outage has on
total throughput [t]

Variation

• Equipment configurations and
process options [cs]

Expansion

• Selectively expand/contract
process
-
step capacity to meet
(relative) long term product mix
changes [ts]

Reconfiguration

• Optional assembly procedures
must meet local content needs
of international contracts [qs]


Product System
-

Response Ability Model: Cluster Machine (part 1 of 2)


(Metric focus legend: t = time of change, c = cost of change, q = quality of change, s = scope of change)

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Flat

Interaction

Scheduler

in

one

base

unit

may

access

process

history

data

for

a

process

module

on

another

base

-

perhaps

to

correct

for

a

wafer’s

prior

process

steps
.


Deferred

Commitment

-

Process

modules

custom

configured

when

installed
.

New

process

modules

added

when

new

capability

required
.

User

control

modules

are

custom

configurable

for

proprietary

processing
.


Self
-
Contained

Units

(Components)

Material

interfaces,

transfer

robots,

process

modules,


utility

bases,

docking

modules,

and

user

controls

are

independent

units
.


Plug

Compatibility

Common

human,

mechanical,

electrical,

gas,

vacuum,

hydraulic,

and

control

system

interfaces
.



Facilitated

Reuse

-

Processing

modules

may

be

mixed

or

matched

within

a

cluster
.

Machine

manufacturer

extends/replicates

process

module

family
.

Customer

manages

reuse

of

all

modules
.


Distributed

Control

and

Information

Process

history

and

tight
-
loop

control

located

in

process

module,

traveling

with

it

when

redeployed
.

Cluster

controller

manages

macro
-
process

and

material

transfer
.


Self
-
Organization

Wafer

path

within

cluster

determined

in

real
-
time

according

to

the

availability

of

appropriate

process

modules
.

Evolving Standards (Framework)

Standardization focused on individual module
interconnect only: mechanical coupling,
communication protocols, and utility connections.


Redundancy

and

Diversity

Machine utility bases are all identical, duplicate
processing chambers can be mounted on same base
or different bases.


Elastic

Capacity

-

1
-
4

process

modules

per

cluster
.

Docking

modules

can

interconnect

clusters

into

super
-
clusters
.

Transport

bay

can

interconnect

clusters

and

super
-
clusters

without

limit
.

We

use

this

diagrammatic

format,

which

we

call

a

response

ability

model
,

to

capture

and

communicate

the

interesting

characteristics

of

highly

adaptable

systems
.

More

is

said

about

the

use

of

response

ability

models

as

knowledge

transfer

mechanisms

in

Chapter

10
.

Comments

made

under

the

ten

RRS

principles

above

are

representative

examples

of

what

is

possible

as

a

result

of

the

actual

Applied

Materials

Cluster

Machine

system

design
.

Scalable

Reusable

Reconfigurable


Product System
-

Response Ability Model: Cluster Machine (part 2 of 2)



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AGILE ABS CELLS IN RECONFIGURABLE FRAMEWORK

A4

A2

A6

D2

D4

D6

A3

A1

A5

D1

D3

D5

B4

B2

B6

E2

E4

E6

B3

B1

B5

E1

E3

E5

C4

C2

C6

F2

F4

F6

C3

C1

C5

F1

F3

F5

WSS

WSS

WSS

WSS

WSS

WSS

WSS

WSS

WSS

WSS

WSS

WSS

Key Proactive Issues

Creation

• Design/install new
-
part
production capability frequently
and quickly [tcq]

Improvement

• Customers are demanding a
reduction in short run costs [t]

Migration

• Moving from transfer line
technology to next generation
flexible machines brings
different concepts [cs]

Modification

• Higher product change
frequency requires production
process modification rather than
replacement [tcs]

System Examples

Systems Integrity Management

Framework:

General manager

Components:

Operations manager

Inventory
: Operations manager

Configuration:

Customer account engineer

Components

#

#

#

#

#

#

#

#

Pallet

Changers

Work Setup Stations

Loader/

Unloaders

Guided

Vehicles

Rail Sections

Work Setters

Flexible

Machines

3 Station Cell

6
-
8 Station Seasonal Cell

Key Reactive Issues

Correction

• Cost of lost production due to
equipment malfunction and
repair time [tc]

Variation

• Prototype runs are more
frequent, and require more
varied machining options [tcs]

Expansion

• Expansion and contraction of
production capacity must
accommodate unforecastable
demand [tcs]

Reconfiguration

• Salvage and reuse old
production stages in new
production configurations [cs]

Process System Response Ability Model: Machining Cell (Part 1 of 2)

(Metric focus legend: t = time of change, c = cost of change, q = quality of change, s = scope of change)

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Flat

Interaction

Complete autonomous part machining, direct machine
-
repository program download negotiation.



Deferred

Commitment

Machines and material scheduled in real
-
time,
downloaded part programs serve individual work
requirements.

Self
-
Contained

Units

(Components)

Flexible

machines,

guided

vehicles,

rail

sections,

work
-
setting

stations,

loader/unloaders,

pallet

changers


Plug

Compatibility

Common human, mechanical, electrical, and coolant
system interfaces. Common inter
-
module mechanical
interfaces.


Facilitated

Reuse

-

Machines

do

not

require

pits

or

special

foundations,

and

are

easy

to

move
.

Account

mgrs

with

P&L

responsibility

add/subtract

resources

as

needed
.

Ops

manager

maintains

resource

pool
.

Distributed

Control

and

Information

Part programs downloaded to machines, machine history
kept in machine controller and accompanies machine as
it changes location, machines ask for work when ready.


Self
-
Organization

Cell control software dynamically changes work routing
for status changes and for new, removed, or down
machines on the fly.

Evolving Standards (Framework)



General
manager responsible for component commonality, and
interconnect standards for mechanical coupling,
communication protocols, and utility connections.


Unit

Redundancy

and

Diversity

Cells have multiples of each component, all cells
made from same types of components, machines
have full work functionality.


Elastic

Capacity

-

Cell

can

accommodate

any

number

of

machines

limited

only

by

physical

space

for

rail

extension
.

A

part

can

be

made

in

multiple

cells
.

One

cell

can

make

multiple

parts
.

The representative reactive/proactive change issues are those perceived by the process owner/user making an initial transitio
n f
rom a fixed transfer
-
line
configuration to a flexible cellular configuration. In time, a different set of issues emerge once the cellular configuration

is

the base perspective and the user
expectations change. The examples of RRS system principles do not necessarily reflect actual usage of the Kelsey Hayes machin
ing

cells, but rather what is
possible with the cellular configuration design.

Scalable

Reusable

Reconfigurable

Process System Response Ability Model: Machining Cell (Part 2 of 2)

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Response Ability Model: JIT Assembly Systems

(Metric focus legend: t = time of change, c = cost of change, q = quality of change, s = scope of change)

Key Proactive Issues

Creation

• Designing short
-
run assembly
lines for new parts that come
with long
-
run tooling [t]

Improvement

• Productivity of limited space
while increasing part variety [s]

Migration

• Production of non
-
GM parts
with non
-
GM tooling [qs]

Modification

• Absorb employees from
closed/downsized GM plants
with different union work rules
into cross
-
trained Production
Team Member positions [ts]

Key Reactive Issues

Correction

• Union refusals to
accommodate necessary work
rule changes [cs]

Variation

• High part production variety [s]

• Time available for new line
design [t]

• New parts to accommodate
with the JIT system [s]

Expansion

• Absorb growing part variety [s]

• Absorb growing inventory of
tooling [s]

Reconfiguration

• Short
-
run assembly line
construction/tear
-
down [t]

Systems Integrity Management

Framework:

Configuration team

Components:

Component team

Inventory
: Component team

Configuration:

Production teams

Weld Tips

Controllers

Production Team

Members (PTMs)

Hemmers

Roller Tables

Standing

Platforms

Mastic

Tables

Racks

Components

System Examples

* * * * * *

Ctrl Programs

*

*

Assem Areas

• • •

P41 Deck Lid System



Area B

A47

Fender

System




Area A

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Culture

Stage 0
-

Accidental
-

Characterized by
:


The lack of any change
-
process recognition, yet change manages to occur.


Unpredictable completion and costs


Surprising results and personnel reactions.


Examples: Downsizing, fad
-
of
-
the
-
day, grueling overtime, fire
-
fighting, expediting.

Stage 1
-

Repeatable
-

Characterized by:


Anecdotal “lessons learned” from past change activities.


The time it takes to make a change is under control.


Specific individuals/teams recognized for repeatable success.

Stage 2
-

Defined
-

Characterized by:


The emergence of formal change processes with documented procedures.


The base of practitioners is broadened as process becomes appreciated.


Metrics for the change process are identified, cost of change is under control.


Typically procedures are rigid and based on studied experience and analysis.

Stage 3
-

Managed
-

Characterized by:


The appointment of change managers with established responsibilities.


An evolving knowledge base of change process fundamentals and rules begins to emerge.


Rigid procedures are loosened, and predictable change processes are the norm.


Appreciation for and participation in the corporate change process is widespread.

Stage 4
-

Mastered
-

Characterized by:



A principle
-
based, deep appreciation of adaptability.


An understanding that process alone is not sufficient.


Conscious engineering of business practice structures and organizational infrastructures.


Corporate change loses its event status and takes on a constant fluid motion.

Change Proficiency Maturity Stages

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Supplier Relationships

Knowledge Acquisition

Proactive (Leadership)

Assessment and

Competitive Evaluation

0

1

2

3

4

4

3

2

1

0

Opportunistic

Agile

Innovative

Fragile

A

C

B

Opportunistic

Agile

Innovative

Fragile

A

C

B

Product Innovation

Opportunistic

Agile

Innovative

Fragile

A

C

B

Comparing Companies A, B, C.


Change Proficiency Maturity Model



Metric


Working

Competitive Development


Stages

Focus

Knowledge

Proactive

Reactive

0 Accidental

Pass/Fail

Examples

Lucky

None

1 Repeatable

Time

Concepts

Creation

Correction


2 Defined

Cost

Metrics

Improvement

Variation

3 Managed

Quality

Rules

Migration

Expansion

4 Mastered

Scope

Principles

Modification

Reconfig'tion

Reactive (Viability)

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Profiling Enterprise

Change Proficiency Maturity

1

21

22

23

24

2

3

7

6

5

4

15

16

20

19

18

17

14

13

10

11

12

8

9





Critical Business Practice


4.0

1

Strategic Plan Vision


4.0

2

Strategic Plan Dissemination


4.0

3

Strategic Plan Buy
-
In


3.0

4

Capital Investment Justification


3.0

5

Infrastructure Investment Justification


3.5

6

Business Eng. Investment Justification


2.5

7

Business Unit Relationships


4.0

8

Employee Relationships


0.0

9

Partner Relationships


1.0

10

Supplier Relationships


3.0

11

Customer Relationships


0.5

12

Information System Unit Relationships


2.0

13

Production Unit Relationships


4.0

14

Product Innovation Management


4.0

15

Process Innovation Management


4.0

16

Practice/Procedure Innovation Mgmnt


4.0

17

Vision/Strategy Innovation Mgmnt


4.0

18

Knowledge
-
Portfolio Strategy


3.0

19

Knowledge Generation


2.0

20

Knowledge Capture


4.0

21

Knowledge Mobilization


3.0

22

Leading Indicator Metrics


1.5

23

Operating Metrics


3.0

24

Health/Investment Value Metrics



Maturity


Working


Metric


Competitive Development





Stage


Knowledge


Focus


Proactive


Reactive



0 Accidental

Examples

Pass/Fail

None

None



1 Repeatable

Concepts

Time

Creation

Correction


2 Defined

Metrics

Cost

Improvement

Variation


3 Managed

Responsibilities

Quality

Migration

Expansion


4 Mastered

Principles

Scope

Modification

Reconfiguration

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A newly built

custom assembly

line for each and

every small
-
batch

run, every time, just

in time.

Assembly Lines


Built Just In Time

By Rick Dove, Paradigm Shift International, e
-
mail: dove@well.com, 505
-
586
-
1536, Senior Fellow, Agility Forum

Metaphor Story

Look through Fred Mauck's eyes for a moment. You
work in a GM stamping plant outside of Pittsburgh that
specializes in after
-
model
-
year body parts. Your principal
customer is GM's Service Parts Organization. They might
order '73 Chevelle hoods quantity 50, '84 Chevy Impala
right fenders quantity 100, or '89 Cutlass Supreme right
front doors quantity 300. Your plant stamps the sheet
metal and then assembles a deliverable product. Small
lots, high variety, hard
-
to
-
make
-
a
-
buck stuff.

Every new part that the plant takes on came from a
production process at an OEM plant that occupied some
thousands of square feet on the average; and the part was
made with specialized equipment optimized for high
volume runs and custom built for that part geometry. To
stamp a new deck lid (trunk door) part you bring in a new
die set
-

maybe six or seven dies, each the size of a full
grown automobile, but weighing considerably more. And
you bring in assembly equipment from an OEM line that



might consist of a



hemmer to fold the


edges of the stamped



metal, perhaps a pre
-


hemmer for a two
-



stage process,


dedicated welding



apparatus for joining



the inner lid to the



outer lid, adhesive



equipment for


applying mastic at
part
-
specific locations, piercer units for part
-
specific
holes, and automated custom material handling equipment
for moving work between process workstations.

You got a call a few weeks ago that said your plant will
start making the Celebrity deck lids, and production has to
start in 21 days. Not too bad
-

sometimes you only have
four days. For new business like this your job is to get the
necessary assembly equipment from the OEM plant,
reconfigure the equipment and process to fit your plant,
and have people ready to produce quality parts in the next
three weeks. Others are responsible for the die sets and
stamping end of the production process.

In the last 12 months this happened 300 times. In the
last five years you've recycled some 800,000 square feet
of floor space in OEM plants for new model production.
At this point you have assembly equipment and process
for some 1000 different parts
-

but no extra floor space
ever came with any of it.

And no extra floor space materialized in your plant
either. Good thing you haven't needed it
-

the core
competency here is rapid new
-
part starts, and small
-
lot,

high
-
variety production
-

in a business that is
traditionally based on high volume economics
-

and
you've learned to do it without the usual capital
budget. Eight years at this has evolved some pretty
unique techniques
-

and a pretty unique culture as
well.

You don't do this by yourself
-

you're a team leader
that may use almost anyone from anywhere in the
plant. At this point almost everyone is qualified to
help bring in new work
-

surviving under these
conditions has developed a can
-
do/let
-
me
-
at
-
it attitude
almost everywhere, and a shared understanding of how
to do it.

Eight years ago the plant went to a single job
classification in production, cross training everyone on
everything
-

a press operator one day might change
dies as well, the next day work in the assembly area
building hoods in the morning and fenders in the
afternoon
-

and the following day go off to another
plant to review a piece of equipment or part for how to
bring it back.

For this new business Jim Lesniewski wanted to do
the initial recon. He went on the last trip too,
experimenting with his video camera. Now he thinks
he's ready to do a perfect taping job. He got the idea
himself while trying to bring several jobs at once back
from another GM facility. This environment
encourages self initiative.

In addition to taping the operational assembly
process he added close
-
ups of key equipment pieces
this time. In the debrief review everyone saw the same
thing at the same time
-

there was almost no debate
over what to bring back and what to ignore
-

and you
got a jump on the equipment modifications by seeing
what was needed in advance. Some time ago the value
of having a good cross section represented in these
reviews became evident: nobody gets surprised,
everyone shares their knowledge, and when the
eqchine, two welding robots, the welding fixtures, two
press piercers, the shuttles, the press welders, and the
three automated material handling fixtures. Basically
bringing back a foot print of 200 square feet from a
process that covered 2500 square feet. The rest will go
to salvage disposition while the hemmer goes to
"hemmer heaven"
-

that place in your plant where
some 200 different hemmers hang out until needed.

That you only need the hemmer is where a key part
of the plant's unique core competency comes to play.
Rather than build a growing variety of product on
some


Problem Issues


Solution Activities


Solution Framework


Systems Integrity


Application of Principles

Expanded Detailed

Design Documentation


If / When Needed

Facilitated Re
-
Use:

Unit inventory management, modification tools, and
designated maintenance responsibilities.


Configuration Team has responsibility for hardware/software module
acquisition/modification/maintenance/inventory and for evolution of associated
compatibility framework.


Management & Union share joint responsibility for PTM classification and
cross
-
training.

Non
-
Hierarchical Interaction:

Non
-
hi erarchi cal di rect negot i at i on,
communi cat i on, and i nt eract i on among syst em uni t s.


Product i on Teams f ree t o make process changes w/o seeki ng permi ssi on or
approval.


Free communi cat i on permi t t ed and encouraged among: t r adesmen, engi neer,
supervi sor, and cust omer.

Def er r ed Commi t ment:

Re l a t i o n s h i p s a r e t r a n s i e n t wh e n p o s s i b l e; f i xe d
b i n d i n g i s p o s t p o n e d u n t i l i mme di at e l y n e c e s s a r y.


Pr o c e s s l i n e s a s s e mb l ed J I T f o r p r o d u c t i o n.


Ne w
-
p a r t a c q u i s i t i on/t r a n s f e r t e a m i s n o t d e s i g n at e d u n t i l a t r a n s f e r
o p p o r t u n i t y r e q u i r e s a c t i o n.

Pl ug Compa t i bi l i t y:


Sy s t e m u n i t s s h a r e c o mmo n i nt e r a c t i o n a n d i n t e r f a c e
s t a n d a r d s, a n d a r e e a s i l y i n s e r t e d o r r e mo ve d.


Un i t Co mp a t i bi l i t y Ru l e s ( h e mmer s ): n o i n t e g r a t e d c o n t r o l l e r s, s t a n d a r d
c o n t r o l l e r i n t e r f a c e, u s e 1 o f 6 s t a n d a r d c o n t r o l l e r p r o g r a ms, c o mmo n
p i p i n g/wi r i n g, q u i c k d i s c o nn ec t f i t t i n g s.


Sy s t e m Co mp a t i b i l i t y Ru l e s: No t h i n g a t t a c h e d t o t h e f l o o r, e ve r y t h i n g
c a r r y/r o l l/f o r k p o r t a b l e, e t c.

Se l f Cont a i ne d Uni t s:


Sy s t e m c o mp o s ed o f d i s t i n c t, s e p a r a b l e, s e l f
-
s u f f i c i e nt
u n i t s n o t i n t i ma t el y i n t e g r a t e d.


He mmer s wi t h s e t
-
u p d a t a s h e e t, q u i c k
-
d i s c o nn ec t s o c k e t s, a n d wh e e l s.


Mo d u l e s e n u me r a t e d a b ove p l u s: St a n d a r d c o n t r o l p r o g r a ms, mu l t i p l e
a s s e mbl y a r e a s, s p e c i a l f i xt u r e s, ma s t i c t e mp l a t e s, we l d g u n s.

Ev ol v i ng St a nda r ds:

Evol vi ng, open system framework capabl e of
accommodati ng l egacy, common, and compl etely new uni ts.


Used to l eave usel ess wi ri ng/switches/etc on i ncomi ng hemmers, now stri p all
un
-
used legacy items to eliminate maintenance confusion.


TDA Buddies added to overhead support grid in Area A.


Intuitive flexibility culture is now being explicitly formalized.

Distributed Control & Information:


Units respond to objectives; decisions
made at point of knowledge; data retained locally but accessible globally.


PTMs (Production Team Members) make real time decisions on process
configuration improvements and changes.


Operation sequence sheet attached to hemmer (facilitating easy movement
to anywhere in the plant).

Self Organizing Unit Relationships:

Dynami c uni t al l i ances and schedul i ng;
open bi ddi ng; and ot her sel f
-
adapt i ng behavi ors.


Peopl e show i ni t i at i ve i n sol vi ng probl ems and maki ng operat i ng
i mprovement s on t hei r own
-

because ri sk i s encouraged and occasi onal
f ai l ure i s expect ed.

Uni t Redundancy:

Dupl i c at e uni t t ypes or c apabi l i t i es t o pr ovi de c apac i t y
f l uc t uat i on opt i ons and f aul t t ol er anc e.


Ei ght i dent i cal c ont r ol l er s.


Cr os s
-
t r ai ned pr oduc t i on t eam wi t h one wor k c l as s i f i cat i on.


Mul t i pl es of r ol l er t abl es, mas t i c mac hi nes, s t andi ng pl at f or ms, r ac k s, wel d
guns, wel d t i ps, as s embl y ar eas, et c.

Fl exi bl e Capaci t y:

Unrestri cted uni t popul ati ons that al l ow l arge i ncreases and
decreases i n total uni t popul ation.


Number of si multaneous assembl y confi gurati ons l i mited onl y by assembly
area space avai l abi l ity.


Number of modul es l i mited onl y by conti guous storage space avai l abi li ty and
access l ogi sti cs for remote warehousing.

Selected Observations of System Design Principles

Auto Body Assembly Lines Built JIT

Reusable Modules:


Cross
-
trained PTMs

(Production Team
Members)


Roller tables


Weld tips


Hemmers


Controllers


Mastic tables


Racks


Standing platforms

Compatibility Framework:


Overhead support grid


Physical space


Utility standards


System compatibility
rules


Unit compatibility rules


Plant flexibility culture


Local union contract

Change Proficiency


Key Proactive Issues:

Creation:

Assembly line
construction

Improvement:

Space productivity

Migration:

New performance
metrics

Addition/Subtraction:

PTM staff changes


Key Reactive Issues:

Correction:


Labor/mgmnt relations

Variation:


System set
-
up time

Expansion:


Space availability

Reconfiguration:


Flexibility culture

System Examples

Wel d Ti ps

Control l ers

Producti on Team

Members (PTMs)

Hemmer Heaven

Rol l er Tabl es

Standi ng

Pl atforms

Masti c

Tabl es

Racks

P41 Deck Li d System

A47

Fender

System

Reconfigurable System Engineering

A
-
Team Builds/Obtai ns/Modifi es Modul es,


Evolves Specific Framework Standards, and


Designs Assembly System Configurati ons.

B
-
Team Builds & Tears Down Assembly Sys.

Knowledge Packaged as a Metaphor Model

This figure is intended to convey a graphic impression of the two indicated models,

and is not offered for reading purposes.

Response Ability Model

Metaphor Model

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C

o

P

C

o

P

Portfolio management

strategic group

(Sets agenda/priorities)

Collaborative

learning

project

Small staff

Rotating industry executives

Package/recruit/facilitate

learning projects and communities

Chair

Director

CKO

Learning Forum

Collaborative

learning

project

Collaborative

learning

project

C

o

P

C

o

P

Technology infrastructure,

repositories, maps

Facilitate and support

communities

of practice

Facilitate and support

collaborative learning

projects

CKO Responsibility:

The organization

has the knowledge it needs

when it needs it and

where it needs it.

Knowledge Portfolio Management

Attributed Copies Permitted

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Attributed Copies Permitted

© 2004 RKDove, Paradigm Shift International, www.parshift.com

What We Saw


Language


Reactive and Proactive Change


8 Change Domains


4 Change Metrics



Structure


Framework/Module


10 RRS Principles (Reusable
-
Reconfigurable
-
Scalable)



Culture (as in engineering some)


Change Proficiency Maturity Model


Knowledge Portfolio Management


Metaphor Model

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© 2004 RKDove, Paradigm Shift International, www.parshift.com

Put It All Together and Get...



Enterprise Agility


Response


Ability

Reactive and

Proactive Balance

Knowledge

Management

...A
Potential

for Excellence

Attributed Copies Permitted

© 2004 RKDove, Paradigm Shift International, www.parshift.com

But Potential Alone

Will Not Achieve
Fundamental

Goals


Recognize opportunity


Take advantage of opportunity


Recognize threat


Minimize impact of threat

Add Three More Ingredients to

Raise Dynamic Integrity

and Get


An Intelligent Enterprise



exhibits goal seeking behavior,

exercising its potential for agility


by understanding the business situation,

learning and adapting continuously, and

demonstrating sustained achievement of purpose.


Competency and Talent


Collaborative Learning


Decisive Action

Response


Ability

Dynamic

Integrity

Reactive and

Proactive Balance

Competency

and Talent

Collaborative

Learning

Decisive

Action

Knowledge

Management

Attributed Copies Permitted

© 2004 RKDove, Paradigm Shift International, www.parshift.com

Intelligent
-
Enterprise System Framework

Systemic Goals



Recognize opportunity


Take advantage of opportunity


Recognize threat


Minimize impact of threat

Key Principles/Concepts


Knowledge management


Response ability


Reactive/proactive balance


Dynamic integrity

Key Subsystems


Change proficiency


Adaptable structure


Knowledge portfolio


Collaborative learning


Decisive action


Competency and talent


Intelligence

is

related

to

the

volume

of

the

pyramid
.


Goal
-
seeking

emerges

Response


Ability

Dynamic

Integrity

Reactive and

Proactive Balance

Competency

and Talent

Collaborative

Learning

Decisive

Action

Knowledge

Management

Attributed Copies Permitted

© 2004 RKDove, Paradigm Shift International, www.parshift.com

Attributed Copies Permitted

© 2004 RKDove, Paradigm Shift International, www.parshift.com

Silterra
-

Malaysia

Attributed Copies Permitted

© 2004 RKDove, Paradigm Shift International, www.parshift.com

IT Seen In New Light


Must not dictate or limit corporate capability




Remove the ERP/Technology lock
-
in




Provide freedom to use best tools




Enable fast tracking of new IT technology and support of business strategy




Must exploit new electronic connectivity opportunity




Real
-
time visibility of all enterprise activity and information




Everyone wired for immediate self
-
service




Dashboards and "agents" to bring focus on desired information




Assist and structure key management processes




Quick connections to information trading partners




No longer financial reporting, now enterprise capability infrastructure




View as a logistics service, not as a financial function




Distribute control and responsibility to the users

IT Strategic Objectives


Supporting strategy with best
-
fit tools

is enabled rather than inhibited




Switching/upgrading to new technology and applications

is enabled rather than inhibited.




Accommodating
custom

electronic "partner" relationships

is enabled rather than inhibited.




Integrating new plants, facilities, mergers, and acquisitions

is enabled rather than inhibited.




All

information is accessible electronically

to those authorized to see it.




Electronic "dashboards" will provide real
-
time vision and monitoring


of operational and strategic activities.




----------------------------------------------------------------------------------------------------




Provide competitive advantage through

enterprise visibility, adaptability, and technology

Attributed Copies Permitted

© 2004 RKDove, Paradigm Shift International, www.parshift.com

ERP/HRM Implementation



Wish

Typical Imp

Actual with OSFM



ERP in 12 mos working

24
-
36 mos

12 mos working


Imp=80% of license cost

200
-
300%

75
-
85%



Budget $10 Million (5+5)

$15
-
25 Million

$9 Million








HRM (PS) in 6 mos

12
-
18 mos

5 mos




HOW??



Unique approach to integration methodology and management


Adherence to methodology (ie, effective management)


BSAs utilizing MBW tool to develop business processes


BSAs taking responsibility for integrating ERP with users


Bus/XML architecture connecting ERP with HRM


Expertise to help integrate ERP with CIM (Triniti)


Expertise in agile system design/implementation (Dove/Guglielmo)


BSA = Business Systems Analyst

MBW = Management by Wire (application from www.ecgsoft.com)

(To show metric results of a process designed with agile principles)

Architecture (1 of 3)

SSO = Single Sign
-
On

I / O = (# of Inbound Message Types) / (# of Outbound Message Types)

MyBus

MyBus

MyBus

MyBus

MyBus

MyBus

MyBus

MyETL

SSO

Data

Power

SSO

Adexa

SSO

HR

Factory

Works

SSO

MyFab

SSO

MyProject


SSO

TMS

SSO

14 / 0

0 / 4

ADC

0 / 3

Intranet

MyETL

MyETL

MyETL

MyETL

MyETL

MyETL

MyBus

SSO

Klarity

0 / 3

MyETL

MyBus

MyBus

MyBus

MyBus

MyBus

MyBus

MyETL

MyETL

MyETL

MyETL

MyETL

MyETL

Architecture (2 of 3)

SSO

Financials

Accounts

Receivable

SSO

Inventory

SSO

SSO

CRM

3 / 0

Order Mgt

SSO

SSO

OSFM

4 / n

Oracle applications

use a backdoor
approach to exchange
information between
themselves.

MyBus

MyETL

SSO

PR/PO

SSO = Single Sign
-
On

I / O = (# of Inbound Message Types) / (# of Outbound Message Types)

Architecture (3 of 3)

SSO

Policy
Server(s)

B2B

Gateway

Directory

Server

SSO

Constituents

Internet

Intranet

Silterra
-
defined


XML

Industry
-
standard


XML

MyBus

MyBus

MyBus

MyBus

MyETL

MyETL

MyETL

MyETL

SSO

Demand

Planner

BOM

SSO

APS

SSO

SSO

PR/PO

MyBus

MyETL

SSO

IE DB

MyBus

MyETL

Doc Mgt

SSO

SSO = Single Sign
-
On

I / O = (# of Inbound Message Types) / (# of Outbound Message Types)

Agile IT Infrastructure

Fab #1


Bus
-
Centric Plug
-
and
-
Play Component Architecture



MyBus and MyETL Infrastructure Components

People

Soft

My

Projects

Other

Apps

MyFab

Oracle

11i Aps

Other

dBases

Fab #n

A&T #1

A&T #n

Like Component Stereo...

Loosely
-
Coupled Components Facilitate Upgrade and System Change

Adexa

Planner

XML Enterprise Bus

A&T = Assembly and Test Plant

Oracle

ERP dB

Attributed Copies Permitted

© 2004 RKDove, Paradigm Shift International, www.parshift.com

Agile Implementation Process

Develop

Business Rules

and Data Defs

Configure ERP

Applications

Configure

Database

Configure/Build

Bus Adaptors


Implementation strategy “encapsulates” each team,

making them solely/totally responsible for functionality.

bsa

bsa

bsa

bsa

bsa

bsa

bsa

bsa

B
-
Rules

Mgr

……..

……..

V
1

V
1

bsa

bsa

V
1

V
1

V
1

V
1

bsa

bsa

……..

……..

……..

V
2

V
2

dba

dba

V
2

V
2

V
2

V
2

dba

dba

……..

……..

……..

V
3

V
3

IfT

IfT

V
3

V
3

V
3

V
3

IfT

IfT

……..

Days

0
-
60

61
-
120

121
-
180

Days

0
-
15

16
-
30

31
-
45

Full Functionality



Software



Hardware Spec



Training



Implementation


Encapsulation of projects promotes plugable
encapsulation of functional components.

Full Functionality



Software



Hardware Spec



Training



Implementation

Full Functionality



Software



Hardware Spec



Training



Implementation

Full Functionality



Procedures



Work Flow



Rules



Data Definitions

Days

0
-
60

61
-
120

121
-
180

60 days

Step A

Step B

Step C

Step D

3
-
Phases

Template

Alpha

Beta

bsa = business systems analyst, V
1
/V
2
/V
3

= different vendors, dba = database administrator, IfT = IT infrastructure technician.

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……..

……..

V
2

V
2


bsa


bsa

V
2

V
2

V
2

V
2


bsa


bsa

……..

……..

……..

V
3

V
3

IT

IT

V
3

V
3

V
3

V
3

IT

IT

……..

60 days

3
-
Phases

Template

Alpha

Beta

Develop

Architecture

and Design

Develop

Business Rules

and Specs

Manage

Outsourced

Development

Conduct

Testing and

User Training

Days

0
-
60

61
-
120

121
-
180

Days

45
-
75

105
-
135

165
-
195


bsa


bsa


bsa


bsa


bsa


bsa


bsa

Proj.

Mgr


bsa

Agile Process
-
management approach to IT development

120 days


ssa


ssa


ssa


ssa


ssa


ssa


ssa

Prog.

Mgr

ssa

Steering

Committee

Program

Manager

Budget

Owner

IT Project

Manager

BSA

IT Support

Resources

Outside Development

Resources

IT

Infrastructure

Operations

COTS (ERP) Project Example

Creation

Improvement

Migration

Modification

with proactive

domains of

Correction

Variation

Expansion

Reconfig
-

uration

with reactive

domains of

Response

Situation


Analysis

Reusable

Reconfigurable

Scalable

achieved with

architecture that is

Self
-

Contained

Units

Plug

Compatibility

Facilitated

Reuse

Deferred

Commitment

Redundancy/

Diversity

Evolvable

Framework

Elastic

Capacity

Self

Organization

Distributed

Ctrl & Info

Peer
-
Peer

Interaction

based on

principles of


Note: Relationships flow

downward in concept maps

unless an arrowhead is present.

with objectives

defined by

Agile Strategy

Concepts

Agility

Knowledge

Management

activities are

Response

Ability

consists of

activities are

IT

Adaptation

Mgmnt

IT

Infrastructure

Mgmnt

Customer

Satisfaction

Mgmnt

Talent

Relationship

Mgmnt

Adaptable

Systems

Mgmnt

Strategy

Delivery

Mgmnt

Security

Evolution

Mgmnt

Culture &

Process

MyBus &

MyETL

MyFab

Outsource

Support


Culture &

Training

MyProjects

Principles &

New Vision

apps

are

apps

are

apps

are

apps

are

apps

are

apps

are

apps

are

Service

Integration

Mgmnt

MyStaff

apps

are

Agile Security Strategy Strawman Framework

Proactive Principles


Vulnerability Anticipation



Identify/fix
vulnerabilities before exploitation, sense
indirect indicators of exploitation

Prudence



Correct vulnerabilities before
exploitation


Transformation



Change randomly the
elements/nature of security system


Threat/Risk Anticipation



Identify and
counter threats and risks before exploitation


Migration



Continuous upgrade of security
strategy and components


Accountability (Proactive)



Identify
perpetrators with traps, glass houses,
disinformation, etc, before damage

Reactive Principles


Detection



Detect intrusion and
damage quickly


Containment



Minimize potential
damage scope



Mitigation



Minimize potential
damage magnitude



Assessment



Understand what has
been damaged and how



Recovery



Repair damage quickly




Accountability (Reactive)



Identify
the perpetrators forensically, after
damage

Security Evolution Management

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Agile Security

Detection



Become aware that an intrusion is in progress or

has occurred in the past.

Containment



Partition the system so an intruder gaining access to one area
cannot automatically gain access to other areas. Another meaning is to trap the
intruder in a fish bowl.

Mitigation



Damage control. Steps taken before hand to minimize the amount
of real damage that can occur


like refreshing web pages with originals
periodically, under the assumption that they may have been changed. Steps
taken during an event to minimize the damage that can occur


like shutting off
access to applications within the contained area, shutting down servers until
the intruder is expelled and the entry path closed.

Assessment



Discovering what was done by the intrusion that will need to be
repaired/restored, and discovering how the intrusion occurred so this path can
be blocked.

Recovery



Repairing/restoring any damage that was done, and closing the path
used for entry.

Accountability (Reactive)



Discovering the direct and indirect parties
perpetrating, aiding, and abetting the intrusion.

Reactive Principles

Activity: Security Evolution Management

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Agile Security

Proactive Principles

Vulnerability Anticipation



Identify/fix vulnerabilities before exploitation, look for indirect
indicators that vulnerability is being exploited. Example: see that a new type of attack mode has
arisen and hackers will begin to use it, know that closing the door on one type of attack will
make another the next avenue for exploration, hold periodic private white
-
hat war games to
brainstorm new vulnerabilities, realize that an employee is living beyond their means, do
penetration exercises, conduct periodic audits with different audit groups.

Prudence

-

Correct known vulnerabilities before they are exploited. Examples: update the
operating system when the vendor issues a security patch,

Transformation

-

Changing randomly details of the security profile before knowledge of its nature
can be used against it. Examples: passwords, check
-
sum methodologies, audit
-
trail analysis
frequencies and strategies, audit trail, back ups.

Threat/Risk Anticipation



Identify/counter threats and risks before they occur. Example: Realize
when a political rift between one country and another makes you a target, suspect that entry
into a new market might insight a malicious competitive response, reevaluate risks periodically,
rebuild the threat model periodically.

Migration

-

Upgrade continuously the security strategy and components. Examples: move from
(or augment) passwords to smart
-
card authentication to PKI to bio
-
authentication to whatever's
next.

Accountability (Proactive)



Use disinformation, traps, glass houses, etc to tempt and identify
intruders. Examples: dead
-
end known vulnerabilities that raise alarm, standard and duplicate
stealth audit trails that catch alteration attempts.

Activity: Security Evolution Management

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Attributed Copies Permitted

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Silterra Successes

That will probably stick:


ERP/HRM implementation procedure (integration responsibility model)


Agile IT infrastructure


On
-
Demand application integration



That will probably be lost:


Access to comprehensive information On
-
Demand


Differentiated eBusiness strategy and implementation


Business manager responsibility for IT


Agile business engineering office


MyStaff concept of employee involvement (but IT support stays)



That were planned but will probably not be implemented


MyProjects: strategy implementation management/transparency


Agile
-
culture development and maintenance


Agile security strategy

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Hindsight Observations

Value propositioning insufficiently addressed for execs


CEO vision was articulated, but not bought into by others


Benefits of agile vision neither appreciated, nor taught

Major attention focus conflict


Production focused on plant/process construction (Herculean)


Sales/Marketing focused on getting orders (Herculean)


Other areas struggling with OJT and cultural conflicts

Unresolved responsibility gaps



Copy Exact MES untouchable, sacred, isolationist


Unresolved data
-
integrity conflict between ERP and MES


Unresolved ownership of eBusiness strategy & proj mgmnt

Unresolved cultural conflicts


Serious intercultural cold war and gang politics


Resentment of US mgmnt, impatience for power transition


Competency and performance not appreciated concepts

Unsustainable implementation and strategy



Mandate to hire local IT, but insufficient capabilities available

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© 2004 RKDove, Paradigm Shift International, www.parshift.com

Hindsight Lessons

Value propositioning for main decision should never stop


People will not listen until they are ready


Individual focus discovers and utilizes individual's values

Success constraints should be addressed with

separate and continuous value propositioning


Do not assume problems are understood, make the case


Start
-
ups do not have forgiving time frames

Responsibility voids and conflicts must be resolved earl
y


IT cannot get cooperation w/o business mgr's commitment

Cultural engineering should start early



Soft stuff is hard part, and cannot be postponed


Mismatch here is guaranteed rejection with time

There is no substitute for competency and talent



Plan sustainability up front and act early

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© 2004 RKDove, Paradigm Shift International, www.parshift.com

Hindsight Lessons

Strategic
Value Proposition

Work Needed


Agile security strategy and architecture


Internal responsibility for IT integration


Business management commitment to agility


Access to information by employees and customers


Business management responsibility for IT tools


Business engineering responsibility

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© 2004 RKDove, Paradigm Shift International, www.parshift.com

The Detail and Discipline

Available at Amazon.com $70+

Available here at $60

Chap


8

Silterra IT infrastructure


3

Proactive/reactive principles


4

RS analysis process


5

RRS principles


7

RRS design process


10

Realsearch process


Discovery workshops analyzed cases.


Found underlying RRS principles.


Then applied principles to a design,

solving a problem for workshop host.


This process is called
Realsearch
:


Real people solving


Real problems in


Real time


Misperception Logic

Plous: Behavioral Psychology of Decision Making

©

2004, Rick Dove, Value Propositioning: Talent of Champions

conforms to

Selective

Perception

Expectations

Hopes

Context

Dependence

Memory

Bias

Associated

Memories

Inferred

Details

Re
-

construction

of Event

Partial

Memory

Other

Information

from

filled in

with

Hindsight

Bias

Past

Event

believing

Predictable

was

Mis
-

perception

is caused by

Consistency

Biased

Knowledge

Self

Image


with

forces

Old

Perceptions

meaning

results in

Comparison

Specific

Reference

Dominate

Perception

First

Perception

Last

Perception

Associated

Perceptions

determined by

making

may use

meaning

making

with


conform to


drawn from

Cognitive

Dissonance


Relationship flow is downward

unless arrowhead present.

Recency

Effect

Primacy

Effect

Contrast

Effect

Halo

Effect


will be

Perception

Creation


by changing

determined by

Individual Decision Logic

Under

Valued

Increases

Individual

Decision

Behavior

Low

Probability

Gain

High

Probability

Loss

Loss

Averse

Behavior

"S" Curve

Relative

Non
-
Linear

Formulation

Dependent

Risk

Averse

Behavior

Risk

Seeking

Behavior

Steeper

Negative

Values

Gain

Loss

Value

Status

Quo

Ruiness

Outcome

Hopes and

Expectations

Perception as

Loss or Gain


to

High

Probability

Gain

Low

Probability

Loss

Under

Weighted

High Prob

Over

Weighted

Certainty

Psycho
-

logical

Bias

Over

Weighted

Low Prob

Losses

Loom

Larger

Knowledge

Dependent

Over

Weighted

Prob

Under

Weighted

Prob

Low

Knowledge

High

Knowledge

Chunking

Probabilities

Simplified

Elimination


by

Simpli
-

fication

reflects valuation as:


unless


results in


results in


results in


results in


results in


results in


results in


results in


results in

with

looks like

shaped as

Initial

Gains/Losses

Dominate

Diminishing

Incremental

Values


results in

Not

Significant

if


perceptions of

if DM has

sets neutral

point of

which

biases

shaped by

effect is

effect is

Probability (Prob) is the subjective likelihood, assumed by a Decision Maker, that

a proposed benefit will deliver as promised.


Relationship flow is downward

unless arrowhead present.

Kaheman & Tvarsky: Prospect Theory

©

2004, Rick Dove, Propositioning: Talent of Champions


Relationship flow is downward

unless arrowhead present.

based on

Perception

Creation

Group

Decision

Behavior

Performance

Targets

Unresolved

Conflict

Simple

Patterns

Candidate

Solutions

Search

Process

Problem

Perception

Who's

Searching

Amount of

Org Slack

Standard

Rules

Past

Experience

Past Org

Slack

selected by

Past

Perform
-

ance

Past

Objectives

Perform
-

ance of

Others

based on

DM's

Objectives

Objective

List

Group

Members

involves

Objective

Setting

Choice

based on

Influenced by

based on

"Satisficing"

Valuation

results in

avoids

uncertainty by

Short Term

View

results in

Contract

Terms

Negotiated

Predictability

Sequential

Attention

results in

Postponing

Some

Objectives

results in

Lowest

Commonality

Acceptable

Level Rules

includes

Mitigating

Conflict

Training and

Experience

Attention

Focus

Similarity

to Current

Solution


by

Value

Propositions

Decision

Psychology

interpreting

from

determined by

Group Decision Logic

Cyert & March: Behavioral Theory of the Firm

Simon: Administrative Behavior

©

2004, Rick Dove, Value Propositioning: Talent of Champions

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© 2004 RKDove, Paradigm Shift International, www.parshift.com

Competence and Talent

ROI

Development

Skill

Perception

Influencing

Skill

Communi
-
cation

Skill

Trust

Building

Skill

Core

Concepts

Cause

and Effect

Logic

Talent

Contextual

Insightful

Empathetic

Responsive

Behavior

Tuned

Strategy

Response

Improvement

Skilled

Champion

Competence

Value

Propositioning

employing conscious thought modes of

employing unconscious thought modes of

Focused

Educating

Focused

Learning

Focused

Business

Math

Focused

Clarity

Focused

Risk

Reduction

can have

including

which is

which is

which is

which is

which is

has skill of

master at

has skill of

journeyman at


Relationship flow is downward

unless arrowhead present.

Knowledge

Development

Skill

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Security's Seven Mismatches with Reality

1.
Human Behavior


Human error, whimsy, expediency, arrogance

2.
Organizational Behavior


Survival rules rule

3.
Technology Pace


Accelerating vulnerability introductions

4.
System Complexity


Unpredictable unintended consequences

5.
Globalization


Proliferating partners with different ethics and values

6.
Agile Enterprise


Outsourcing, webservices, transparency, change

7.
Agile Attackers


Distributed, collaborative, self organizing, proactive

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Current Pursuits

Agile IT

-

Focus and refine RRS design principles for IT application and


apply to specific host
-
site problem designs

-

Realsearch discovery workshop groups will do this

-

Deliverable: white paper on design principles and application

-

Ten workshop host
-
sites wanted, with real problem to work on


Agile Security Forum

-

Needed: reality
-
based problem knowledge & solution fitness function

-

Agile Security Forum will do this (like Agility Forum in the '90s)

-

Ten kick
-
start participant organizations wanted


Value Propositioning and Decision Making

-

Technology and decision
-
making behavior mix poorly

-

Three
-
book series in process

-

Book One at publisher now for Nov/Dec release...


Value Propositioning: Perception and Misperception in Decision Making

-

Copies available at Amazon.com ~$10.00

Attributed Copies Permitted

© 2004 RKDove, Paradigm Shift International, www.parshift.com