Difference between revisions of "Cynefin"
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See [http://en.wikipedia.org/wiki/Cynefin Wikipedia » Cynefin]. | See [http://en.wikipedia.org/wiki/Cynefin Wikipedia » Cynefin]. | ||
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==Sources== | ==Sources== | ||
*http://www.infoq.com/news/2012/09/snowden-agile-practice-theory | |||
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|url=http://theitriskmanager.wordpress.com/2014/06/28/cynefin-as-a-filter-of-perception-part-one-of-n/ | |url=http://theitriskmanager.wordpress.com/2014/06/28/cynefin-as-a-filter-of-perception-part-one-of-n/ | ||
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|title=Cynefin 101 – Portfolio Management | |title=Cynefin 101 – Portfolio Management | ||
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Revision as of 10:02, 3 January 2015
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- Henrik Kniberg
- —anonymous
Therefore:
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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
- middle—Disorder
- 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.
Complexity
- 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.
Sources
- http://www.infoq.com/news/2012/09/snowden-agile-practice-theory
- 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