Subjective-C: Bringing Context to Mobile Platform Programming
Programming the People Platform
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Transcript of Programming the People Platform
Service
(micro)
Solution
(macro)
Organization Culture
Process
and
ToolsThe Microservices
System Model
The People Elements
Service
(micro)
Solution
(macro)
Organization Culture
Process
and
Tools
How We Work Today
adaptive prescribed
The System That Outputs a System
Embracing Autonomy
What can we “borrow” from these types of organizations?
Distribution of Decisions
Distribution of Decisions
Enterprise Architects
Distribution of Decisions
Enterprise Architects
ServiceDevelopers
Distribution of Decisions
Centralized
Distribution of Decisions
Decentralized
Elements of a Decision
How are Decisions Made?
Elements of a Decision
INFORMATION
Henry Mintzberg, Structure in Fives, Adapted from T. T. Paterson, Management Theory
Elements of a Decision
INFORMATION ADVICE
Henry Mintzberg, Structure in Fives, Adapted from T. T. Paterson, Management Theory
Elements of a Decision
INFORMATION ADVICE CHOICE
Henry Mintzberg, Structure in Fives, Adapted from T. T. Paterson, Management Theory
Elements of a Decision
INFORMATION ADVICE CHOICE AUTHORIZE
Henry Mintzberg, Structure in Fives, Adapted from T. T. Paterson, Management Theory
Elements of a Decision
INFORMATION ADVICE CHOICE AUTHORIZE EXECUTION
Henry Mintzberg, Structure in Fives, Adapted from T. T. Paterson, Management Theory
Elements of a Decision
INFORMATION ADVICE CHOICE AUTHORIZE EXECUTION
Henry Mintzberg, Structure in Fives, Adapted from T. T. Paterson, Management Theory
CHALLENGE
Elements of a Decision
INFORMATION ADVICE CHOICE AUTHORIZE EXECUTION CHALLENGE
Distribution of Decision Elements
Enterprise Architects
ServiceDevelopers
Distribution of Decisions
Centralized
Distribution of Decision Elements
Centralized
Distribution of Decision ElementsDecentralized Authority, Centralized Choice
Generation
Distribution of Decision ElementsDecentralized Authority, Centralized Choice
Generation
• A model for improving work efficiency
• How we manage Time, Talent and Energy
dictates the productivity of our organization
• Aligns well with Microservices Harmony
Michael Mankins and Eric Garton:
The Time, Talent and Energy Model
• Organizational Drag – The accidental complexity of interaction
• Mankins & Garton focus on inefficiencies of meetings and email
• In the MS world we focus on coordination activities:
• Where are the boundaries?
• Who is involved?
• How do we reduce unnecessary interaction?
Time
Mankins & Garton – Time, Talent, Energy
• How good are your people – relative to your competitors?
• Better Talent = higher quality and faster delivery
• Increased autonomy requires better talent
Talent
Mankins & Garton – Time, Talent, Energy
• Talent is a limited resource
• We can’t ALL have the BEST people!
• Distribution of talent is critical
Talent: The Dilemma
Mankins & Garton – Time, Talent, Energy
Talent DistributionWhere do you need talent the most?
• How are your people motivated and energized?
• Highly motivated “B players” trump unmotivated “stars”
• Energy comes from great leadership
Energy
Mankins & Garton – Time, Talent, Energy
An Experimental Tool: Activity Mapping
Elements of a Decision
INFORMATION ADVICE CHOICE AUTHORIZE EXECUTION CHALLENGE
Mapping an Activity
Activity Name
• Identify an activity
Mapping an Activity
T1 T2 T3
Activity Name
• Identify an activity
• List teams (or groups, divisions, etc..)
Mapping an Activity
T1 T2 T3
Activity Name
• Identify an activity
• List teams (or groups, divisions, etc..)
• Map the decision elements of the activity
Example: Team Membership
Team Membership
How do we decide who belongs to a service development team?
Example: Team Membership
Team Name Human Resources Team
Development Manager
Service Team
Team Membership
Example: Team Membership
Team Name Human Resources Team
Development Manager
Service Team
Team Membership
Decision elements are talent requirements:– How important is the activity to the system?
– How big of an investment is required?
Example: Team Membership
Team Name Human Resources Team
Development Manager
Service Team
Instances 1 1 n
Team Membership
Example: Team Membership
Team Name Human Resources Team
Development Manager
Service Team
Instances 1 1 n
Team Membership
When activity elements are owned by a team with few instances, it is a sign of a centralized distribution
– More control
– Difficult to scale
Example: Team Membership
Team Name Human Resources Team
Development Manager
Service Team
Instances 1 1 n
Team Membership
When activity elements are owned by a team with manyinstances, it is a sign of a de-centralized distribution
– Less control
– Easier to scale
Example: Team Membership
Team Name Human Resources Team
Development Manager
Service Team
Instances 1 1 n
Team Membership
Activity elements can be distributed amongst multiple teams
Activity Patterns
Architecture Team Service Team
Service Implementation
Service Goal
• Activity distribution can have knock-on effects
• Patterns of related activities can be articulated
• Example: A centralized team has authority over the goal of a service, which results in a bounded choice for the implementation team
Service
(micro)
Solution
(macro)
Organization Culture
Process
and
Tools
