From the Blogosphere
Agile, Emergence and Management
Does analysis lead to synthesis?
By: Udayan Banerjee
Sep. 29, 2012 09:00 AM
How do you solve a complex problem?
Well this is standard management practice and work well in many situation.
Problem starts when the inter-dependencies among sub-tasks are too many, when the sub-tasks are not clearly understood and when the uncertainties are high.
Not to worry … management techniques can still be applied to manage the uncertainty and unknown … or … does it?
Operation successful … Patient dead
There are two well understood reason why this happens … and one not so well understood reason.
The well understood reasons are (1) the problem was not properly defined and (2) important parts of the problem was missed out while arriving at the sub-tasks.
The “not so well understood” reason
Complex system = System whose behavior is not explicitly described by the behavior of the components of the system, and is therefore unexpected to a designer or observer.
Emergence = The way complex systems and unexpected patterns arise out of a multiplicity of relatively simple interactions.
Traditional management thinking cannot deal with this “unexpected” behavior — “predictability” is demanded.
Agile to the rescue
The requirement emerges…
The design emerges…
The team dynamics emerges… and…
The software emerges.
If emergence = unpredictability then how do you manage … schedule? … cost? … risk?
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