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- 100% predictability equals 0% innovation
- Enabling constraints guide what could be. Governing constraints direct what should not be.
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See Wikipedia » Cynefin.
Goal: To find out which projects can and cannot be picked up with agile/lean.
- Ask participants to generate an exhaustive list of all current and upcoming projects; one project per note.
- Draw four quadrants and explain the basic categorization (only explain first terms in list below):
- lower right—Percievable, Predictable, Repeatable; Known; Lay people with instructions and procedures. Sense Categorize Respond; Best Practices
- upper right—Separated in time and space; Potentially knowable; Domain Expert or Subject Matter Expert, Craftspeople; Sense Analyze Respond; Good Practices
- upper left—Not repeatable, unique; Retrospectively coherent; Adventurers, Entrepreneurs; Experiment; Probe Sense Respond; Emergent Practices: Ever Evolving Pearl Language
- lower left—Not perceivable; Incoherent; Discovery; Act Sense Respond; Novel, Innovative Practices
- Ask everyone to stick their projects in the most appropriate quadrant.
- Explain more detail about the quadrants: Simple, Complicated, Complex, Chaotic, Unordered.
- Simple—suited for straightforward project planning.
- Complicated—thorough analysis, planning, and moderate agile and lean approach; use good practices and pearl languages.
- Complex—suited for experiments with double- and triple-loop learning; read: agile, lean, cooking with principles, play with recipes; use pearl language when appropriate;
- Chaotic—suited for a flurry of short, intense experiments, followed by observation and educated guesses for new experiments.
- Unordered—leave alone; skip; drop.
- Shift from fail safe env to safe to fail experiments; you can't explore what's possible in a complex system until you act in it.
- Parallelism and contradiction are key.
- Human systems are complex adaptive. we co-evolve with the patterns formed so recognize them early.
- Manage the evolutionary capability of the present (complex adaptive) rather than working idealistic future states (systems thinking).
- All symbiosis starts as a parasitic relationship.
- The IT Risk Manager » Chris Matts » Cynefin as a filter of perception. – Part One of N
- InfoQ » Greg Brougham » Cynefin 101 – An Introduction
- The IT Risk Manager » Chris Matts » Cynefin and the Business Analyst / Product Owner.
- Liz Keogh » Liz Keogh » Estimating Complexity
- Iserialized » Pål Eie » Cynefin Framework in the context of agile vs. waterfall
- The IT Risk Manager » Chris Matts » Cynefin and Estimates
- InfoQ » Greg Brougham » Cynefin 101 – Portfolio Management