Way back in 2008, something was really bothering me about the state of quality management. Mostly inspired by some pretty woeful projects, I was sure there should be some better approaches. My initial thoughts focused on better technical delivery using PSP/TSP as demonstrated by NavAir. This led me to the Carnegie Mellon SEI Capability Maturity Model Integrated (CMMI) and various other interpretations of assessing organisational process maturity. But this beggared the obvious question, “What comes after Maturity ?”
My approach at that time (2015) was the idea of rapid prototyping within a managed sandbox environment with manage interfaces to formal business as usual (BAU) systems. As you can see from my post, I was already looking to tie the differing standard based approaches to project management into some sort of hybrid.
In 2012 ISO started to make similar improvements to their approach to management standards by using Annex SL to standardise the from and structure of ISO Management System Standards (see a list of the standards that have been updated to Annex SL).
You will note that Annex SL approach has features that I think would seem familiar to almost anyone who has worked in management over the last 50 years (if not forever!). To me I see the best of all current favourite management philosophies. You have;
The obvious similarities to 6σ (DMIAC) & design for 6σ (DMADV).
The clearly review points and interfaces between stages of Prince2.
The clear separation of leadership/project management functions from technical delivery of ISO 15288 and Prince2.
And yes … even an Agile/Lean approach if you take the above figure as an single iteration rather then an overall upfront approach.
ISO 15288 has not been updated to the ISO SL Annex form of Management Standards but it does have a clear separation of management processes from technical processes. It is my preferred standard that I shoe horn in to what ever collaborations I am involved. What is it missing are some more rigorous methods to manage interfaces. These I have identified my preferred approaches to;
Community/stakeholder strategic engagement through Future Inquiry (Blewett, Shaw, 2018).
Eliciting user stories to identify stakeholder/user requirements using a consultative process inspired by the UTS U.Lab BikeTank project’s 5×5 design thinking method (see the book pg 88) and then formalising resulting stories by documenting them using Gherkin /plain language test cases for Behaviour Driven Design.
Managing risk through the application of the EN 50126 model based approach of the demonstration of system performance in terms of expected levels of Reliability, Availability, Maintainability and Safety.
An ITIL inspired Change Management process.
And ultimately, the interfacing of system operations to ITIL inspired Service Agreements/Catalogues.
This is my approach thus far. I cannot recommend draw.io enough to produce these diagrams!
I attended an event at ThoughtWorks in Sydney for the Sydney Design Thinking Meetup group re:Design. The speaker, Alvaro Márquez (Head of Service Design, Experience Strategy, R&D at Australian Broadcasting Corporation) was more of an interviewer trying to elicit a conversation on what Design Thinking means to each of the 70+ people attending personally.
Well as personally as you can get in a group that large!
To that end I have put up a survey to get some more input from the group. All results are public and available to be viewed upon completion of the survey (make sure to bookmark the link or contact me with any problems).
I made the following notes during the talk on Asus VivoTab 8 using Microsoft OneNote 2016 on Windows 8.1 (a story for another time);
WHO ARE YOU?
Hybrid designer. Expert at 1 thing & pretty good at a lot of things
Solving bigger problems
WHAT KEEPS YOU AT NIGHT?
The future. Regret about past. Anxious about the future.
Drives you crazy by solving a lot of complex shit for other people. Compromising you own well being.
Walk in any direction. Cooking for friends. Thinking about the experience.
WHAT DO YOU LOOK FORWARD TO WAKING UP IN THE MORNING?
Commute/walk/ride to work to get into right head space. Me time.
Do more then design. Fill in the missing dots. Diversity.
HOW MUCH NON DESIGN WORK ARE YOU WILLING TO DO TO SOLVE A DESIGN PROBLEM?
Admin to have good environment for team
Communication of value of design process. Evangelising. Engaging in process.
Mundane tasks are meditative for design problem solving.
Emotional intelligence support as team therapist.
DO YOU THINK EVERY PROBLEM IS A DESIGN PROBLEM THAT CAN BE SOLVED?
Design is the manifestation of intent. Not all solutions are designed.
Is a design approach fit for purpose. ROI. Efficiency.
Human centred design or no human participation in solution.
Complex environments is cause by previous designs & exacerbating/solving the wrong solutions.
WHAT NEW MISTAKES DID YOU DO LAST YEAR?
Presenting a complete solution kills the design process.
Assume communication has occurred.
Scaling design before its required
WHO IS REALLY IN CHARGE AND HOW MUCH YOU ARE WORTH?
What value do you bring to an organisation. Measurable outcomes.
Create the design environment & the business comfortable with design decisions
WHEN WAS THE LAST TIME YOU EXPERIENCED FLOW AT WORK?
Balance + multitasking
Human genome run project on flow. Based on extreme athlete programs. Chemical brain performance dopamine. Rise of Supermen.
Challenge verses achievable. Gamafication.
HOW DO YOU CHOSE WHAT PROBLEMS TO FOCUS ON & WHERE YOU PUT YOUR ENERGY?
Rob peter to pay Paul. Bargain a commercial allowance to do fun problems.
Ethical decisions. No harm/negative filter to rationalise
WHAT DOES COMPETITIVE SALARY AND DYNAMIC ENVIRONMENT REALLY MEAN?
Its a privileged position to live in. Stage of life.
HOW DO YOU DEAL WITH FAILURE & CONFLICT?
Timing. Embrace the failure and working a way forward. Doesn’t remove the judgement. Your body knows before your brain does? Excuses rather then admitting its a failure. Part of the human condition. Fail in new ways
WHAT ARE YOU LOOKING FOR IN A MENTOR?
Same values. Two way conversation. Challenges you with questions.
WHAT’S THE RIGHT WAY TO GET FIRED?
Plan it. Inevitable. Make it east for your boss.
Became a personal when they didn’t agree.
Most managers cant fire. New hatchet man.
There are different ways to solve problems by upsetting people or a single cause