The Cynefin sensemaking framework (created by Dave Snowden of Cognitive Edge) has grown in popularity in the agile community in recent years. Used to its full potential, sensemaking and the Cynefin framework are powerful and effective approaches to informing action in complex, dynamic, and uncertain situations. Tony Quinlan and I led a workshop session at the XP2020 conference where we introduced a practical, effective approach based on our work applying complexity techniques in large global technology organisations.
The slides from our workshop are available here. This workshop is based on years of experience with dozens of sensemaking projects. We covered the fundamentals of using micronarrative-based sensemaking and the Cynefin framework to foster transformation, resilience, and agility. This session focused on use of sensemkaing to support transformations. We covered sensemaking in organizaitons, the Cynefin framework, how to determine appropriate action in a given context, how to design experiments for navigating complex situations, how to tailor a sensemaking framework for a particular purpose, and how to integrate sensemaking into your organizaiton.
Software product development organizations operate in an environment of ever-increasing volatility, uncertainty, complexity, and ambiguity. The pace of change is accelerating, business and technology complexity is growing, and organizations are struggling to keep pace. The software development industry has a $300 billion productivity problem, according to one study. Value is not flowing as it should. Flow-based software development is part of the continued evolution of contemporary software development approaches contributing to addressing this problem. It builds on agile and lean software development approaches and incorporates lessons from Deming’s management method, the Toyota Production System, Lean Product Development, Theory of Constraints, Operations Management, and other influences. Flow-based development is foundational to modern systems approaches, including DevOps, Continuous Delivery, Site Reliability Engineering, and more. Creating and sustaining flow in organizations is a challenging problem. Drawing on insights developed over many years working with multiple global product development organizations, this session presents a framework for establishing, understanding, and sustaining flow in organizations.
Agility implies responding to change appropriately. Every response is a decision. Sometimes we choose among several competing options, sometimes not. Some decisions demand immediate action, others require us to step back and think and weigh our options. There are many decision models that can support how we respond. Often, our decisions are part of a series of interrelated decisions that influence each other. From this perspective, the agility of an organization can be viewed as an outcome of decisions made over time.
Some of the models we use in this workshop come from the field of Naturalistic Decision Making (NDM), which has the goal of studying how people actually make decisions in a variety of real-world settings. Settings in which NDM is appropriate are characterized by time pressure, high stakes, experienced decision makers, inadequate information, ill-defined goals, poorly defined procedures, context, dynamic conditions, and team coordination. In this session we explore NDM in the context of organization agility.
Learning about Decision Models and how they apply to Agile Software Development and Organization Agility.
Understanding of how to apply and combine different decision models in different contexts. Specifically, we explore analytical decision making, naturalistic decision making, and recognition-primed decision models.
Understand the role of heuristics and experiments in making decisions and taking action.
Understand the role of expertise and how it influences decision and action in organizations.
Understand the circumstances under which decisions are best taken by individuals, and those where decisions are best taken in groups.
Understand how decisions influence each other and compound over time.
For my PhD research I studied several large software product development organizations to get a better understanding flow and impediments. Flow-based development is a rich and growing field with many concepts; the specific focus for this study is impediments to flow. This study takes the perspective that organizations are complex adaptive systems. This research uses sensemaking to get a richer, more-informed understanding of flow, impediments, and the context and culture of the organizations that are experiencing impediments to flow. The organizations that are part of this study are all large software product development organizations. The focus of this study, then, narrows to managing impediments to flow in large software product development organizations, using a sensemaking and complexity perspective.
This is the abstract from a paper I wrote about my experiences using sensemaking in large-scale transformation efforts. I presented this at the 49th Hawaii International Conference on System Sciences (HICSS 2016). The final paper is available as part of the HICSS proceedings. A pre-print is available here.
For organizations undergoing agile and lean transformation, it can be difficult to get meaningful, actionable insights into progress and impediments. Teams and organizations are best understood as complex adaptive human systems. Understanding what is happening in such systems requires approaches grounded in the complexity sciences and social sciences. This paper describes an approach using complexity science and sensemaking that helps an organization understand its culture, how it is progressing with its strategic initiatives, and the types of impediments that are holding it back. It provides a means of qualitative and quantitative analysis that helps teams and organizations improve. This paper also correlates the experiences of the people in the organization to its goals of being a more agile organization.
This is the abstract and summary of lessons learned from an experience report I wrote and presented at the Agile 2015 conference in Washington DC. The full paper is available here. Among other things, the paper talks about using A3 problem solving, Cynefin, and the Containers, Differences, Exchanges model from Human Systems Dynamics in the context of portfolio management in large organizations.
Working in a multi-team, multi-program, multi-product environment brings several challenges. One of those is providing a smooth flow of work to teams, and incorporating their feedback, while staying responsive to the needs of the business in a changing environment. Managing the portfolio backlog is a critical piece of the solution. This Experience Report documents several years’ experience working in such environments. The focus of this Experience Report is specifically on managing the portfolio backlog, not the full scope of what could be considered under a portfolio management strategy and implementation. We have found that getting the portfolio backlog management strategy right is a key element in the success of the overall portfolio management approach.
Summary of Lessons Learned
This section summarizes some of the key lessons learned in managing portfolio backlogs. Some general lessons related to solving problems in organizations include:
Understanding the nature of the problem helps us to take appropriate action to solve the problem. The Cynefin framework helps with this.
Make sure you are solving actual problems and causes, not just symptoms. A3 problem solving helps with this.
Understand how to create a balance between agility, self-organization and coherence. HSD and the CDE model helps with this.
Focus on the end-to-end flow of value through your organization, and on actively removing anything that impedes the flow of work. Lean thinking helps with this.
Understand what success and failure could look like before running your experiments. This will help you pay beselective about the patterns you pay attention to.
Some specific lessons related to managing portfolio backlogs in large organizations include:
Define the focus of your portfolio. In general, it is good practice to base the portfolio structure on your product line rather than organization structure. The former is what your customers care about; the latter more temporal.
Understand what content goes on the portfolio backlog. Define different types of items, e.g., features, initiatives, architecture items, etc.
Focus on the flow of work from portfolio to teams. The portfolio backlog management approach is an enabler of flow. Define policies for centralized portfolio-level decisions and localized program- and team-level decisions.
Set up a portfolio backlog management meeting at a regular cadence with the right participants. Create a Definition of Ready for portfolio items. Focus the meeting on feedback from the development teams, and on moving portfolio backlog items to a ‘ready’ state. Do not let it become a status or strategy planning meeting.
Create conditions that encourage a strong relationship between product managers, engineering leaders and architects. Together they bring multiple important perspectives to creating the portfolio backlog items. Consider also adding user experience design leaders to this mix, depending on the nature of your products.
Finally, this is a process of continuous experimentation and improvement. While some things can ultimately be moved to the obvious domain of best practices, or the complicated domain of good practices, we still operate within an ever-changing and complex environment that requires continuous awareness, experimentation, learning and adaptation. We continue to experiment and make improvements.