April 29 to May 3, 2013
Credit Suisse has been active in the field of service-oriented architecture over many years. I chose the birth date of the "Credit Suisse Information Bus" 15 years ago as the starting point of a long journey toward an enterprise SOA at Credit Suisse. I have selected a number of case studies that mark major steps in the SOA progress. Each case study starts with a strategic business need, continues with the chosen solution, and concludes with a discussion of the achievements and the remaining gaps. Putting these case studies into a historic perspective shows a continuous evolution, in which each step expands the business value, closes gaps of previous solutions, and, last but not least, leads to new challenges. I will illustrate each case study with examples and data.
Stephan Murer is a managing director of Credit Suisse, where he has also worked as an internal consultant, managing director, project lead, and technical expert. Over the course of 14 years, he has implemented a managed evolution strategy to the private banking IT division of Credit Suisse and has allowed for the adoption of an enterprise service-oriented architecture (SOA). Alongside maintaining Credit Suisse's information systems architecture, Murer served as a member of the Swiss National Research Council, where he helped the National Science Foundation allocate research funding.
In Berkun's keynote, titled WordPress.com and the Future of Work, he will invite attendees to imagine a workplace without email, where everyone works from home and new software is released dozens of times a day. Berkun will share insights into management and software development that he learned from living in this radically different working world, which is the subject of his forthcoming book.
Scott Berkun is the best-selling author of Making Things Happen: Mastering Project Management, The Myths of Innovation, Confessions of a Public Speaker, and Mindfire: Big Ideas for Curious Minds. He worked at Microsoft from 1994 to 2003 on Internet Explorer 1.0 to 5.0, Windows, and MSN, and as team lead at WordPress.com from 2010 to 2012. He now works full time as an author and speaker. His work has appeared in The New York Times, The Washington Post, The Wall Street Journal, Wired Magazine, Forbes, The Economist, and other media. He has contributed to Harvard Business and BusinessWeek and appears frequently on CNBC, MSNBC, CNN, and NPR for his expertise on various subjects. He runs a popular blog with videos, podcasts, and essays at www.scottberkun.com and tweets at @berkun.
Analysis is a good thing. Being slow and careful is wise. Rewarding people for performance makes perfect sense. Creating a plan and following it is the best way to get things done. And we should strive to be the best at whatever we do. The rational side of our minds knows these statements are true.
But they aren't the whole truth. Intuition is also a good thing. Being fast produces essential feedback. Purpose works better than incentives for engaging people. Probing a complex environment and adapting to its response is the safest approach to change. And being the best can get in the way of getting even better. The responsive side of our minds feels these things are terribly important.
We are often of two minds—we switch between two different ways of looking at the world. At home and in our community, for example, we are generous and teach our children to share. We experiment and follow our intuition. On the other hand, at work we favor incentives and analysis and plans and best practices. Why is this?
The discrepancies between our two minds create waves of tension and ambiguity, and one of our jobs in life is to learn how to surf these waves. Learning to surf might be a challenge for one person or even a small group, but imagine a surfboard with 15 or 50 or 5000 people on it. It's not so easy! So in western companies, tensions between rational and responsive perspectives tend to be decided in favor of the rational perspective—because it is really hard to sell intuition up the organization.
So, as the late Allen Ward once wrote, instead of learning to surf, conventional organizations try to control the waves. This almost never works.
About 15 years ago, many companies started out life by surfing, knowing full well that they could never control the waves. Some of these surfers grew very large, eventually threatening many established ways of thinking. In response, established companies have attempted to favor responsiveness over rational approaches in order to become more competitive. Certainly not all companies have been successful in learning to surf—but some amazing examples of success exist.
This talk will chronicle a few companies that have moved from a rational to a responsive approach. It will attempt to discover common patterns as they learned to surf.
Mary Poppendieck started her career as a process control programmer, moved on to manage the IT department of a manufacturing plant, and then ended up in product development, where she was both a product champion and department manager.
Mary considered retirement 1998 but instead found herself managing a government software project where she first encountered the word "waterfall." When Mary compared her experience in successful software and product development to the prevailing opinions about how to manage software projects, she decided the time had come for a new paradigm. She wrote the award-winning book Lean Software Development: An Agile Toolkit in 2003 to explain how the lean principles from manufacturing offer a better approach to software development.
Over the past several years, Mary has found retirement elusive as she lectures and teaches classes with her husband Tom. Based on their ongoing learning, they wrote a second book, Implementing Lean Software Development: From Concept to Cash in 2006, and a third, Leading Lean Software Development: Results Are Not the Point, in 2009. A popular writer and speaker, Mary continues to bring fresh perspectives to the world of software development.
We're engineers and scientists, and we take pride in being very rational in our decision making. But are we really that rational? While over the years we've identified some of the strategies and tactics that software people use during the development of new, bold, large software-intensive systems—divide-and-conquer, brainstorming, reuse, and others—we also observed some strange tactics, biases, and reasoning fallacies that creep in at various stages and pervert the software development process. They go by simple, funny, or fancy names: anchoring, red herring, elephant in the room, post hoc ergo propter hoc, non sequitur, argumentum verbosium, and so on. I present an illustrated gallery of these games and show how they sometimes combine to be subtle but elaborate political ploys. Many of these games have dramatic effects on software endeavors: rework, budget overruns, and failures. To label a decision or judgment a reasoning error, we need to have a standard, a performance norm. But as software development has become essentially a social activity, our performance norms are unlikely to be ultra-rational and are tainted with emotional baggage. By better understanding these games and the underlying mechanisms, we may mitigate their effects.
Philippe Kruchten has been a software architect for 35 years, first at Alcatel and then at Rational Software (now IBM), working mostly on large technical systems in telecommunication, aerospace, defense, and transportation. In 2004 he became a professor of software engineering at the University of British Columbia, in Vancouver, where he teaches software project management and entrepreneurship and conducts research on software processes—what does it really mean to be agile?— and on software architecture, including architecture knowledge management, technical debt, and complexity. He is the founder of Agile Vancouver, a senior member of the IEEE Computer Society, and a professional engineer in Canada. He has given presentations and tutorials all over the world, including Agile Conferences, Scrum Gatherings, the Java and Object Orientation Conference, and the International Conference on Software Engineering. See more at http://philippe.kruchten.com.
April 29 – May 3, 2013
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