Development and Deployment: The Human Factor
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Thingmonk 2017: End-to-end IoT solutions are often highly integrated. Even small changes to the UX of a product can have profound impact on hardware requirements, while physical constraints such as battery capacity can dictate software architecture. A holistic understanding of IoT is key to efficient implementation, the “T-shaped engineer” the star in every development team. Contrast this to intellectual silos and matrix organisation, and you may see why especially large companies fail to move quickly into IoT. Similar issues strike the application of IoT. Deploying a solution in the enterprise is just a cost factor if processes are not adjusted to leverage the connected device and its data. However, changes in process often affect companies across their entire organisational structure. This can require a change of mindsets, making the success of an IoT solution depending on the human factor.
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Development and Deployment: The Human Factor
- 1. T H E H U M A N FA C T O R D E V E L O P I N G A N D D E P L O Y I N G I O T I N T H E E N T E R P R I S E @BorisAdryan
- 2. H O W Z Ü H L K E FA C I L I TAT E S I O T • Business consulting. We explain how digital technologies change the world, and how they can improve existing products and services. • Change management. We advise on process and teach new ways to work, especially around the product development cycle. • Bespoke development. We are innovative across industries, and develop hard- and software products, including end-to-end IoT solutions.
- 4. O R G A N I S AT I O N A L S T R U C T U R E M A N A G I N G C O M P L E X I T Y O N A L A R G E R S C A L E • Strategic decision making • Organisational division • Geography • Function • Complex command structure
- 5. T H E R I S E A N D FA L L O F E M P I R E S O R G A N I S AT I O N A L S T R U C T U R E https://en.wikipedia.org/wiki/File:Pieter_Bruegel_the_Elder_-_The_Tower_of_Babel_(Vienna)_-_Google_Art_Project_-_edited.jpg W H O I S I N C H A R G E O F O U R I O T S T R AT E G Y ?
- 6. T H E S T R U G G L E I S R E A L C R O S S - F U N C T I O N A L T O P I C S I O T D ATA S C I E N C E D E V O P S A G I L E D E V
- 7. O V E R V I E W: O R G , T E A M A N D I N D I V I D U A L S • Organisational level Issues with: • responsibilities • rigid processes • common goals • Team level • Profile of individuals Credit: Manu Cornet, http://bonkersworld.net
- 11. O R G A N I S AT I O N A L S T R U C T U R E M A N A G I N G C O M P L E X I T Y O N A L A R G E R S C A L E • Strategic decision making • Organisational division • Geography • Function • Complex command structure
- 12. T E A M S T R U C T U R E M A N A G I N G C O M P L E X I T Y O N A S M A L L E R S C A L E http://www.flickr.com/photos/ncarey/144042243/ • Interdependent players • Simple command structure • Tactical decision making • Experience as a team • Multidisciplinary
- 13. D I V I S I O N O F L A B O U R T H E FA L L A C I E S O F D I S T R I B U T E D S Y S T E M S , B U T W I T H P E O P L E
- 14. I O T M E A N S S C A L I N G P E O P L E https://dzone.com/articles/iot-developers-wanted-45 (July 2014) https://www.electronicsweekly.com/news/ a-million-iot-device-designers-by-2020- says-arm-director-2015-12/ (December 2015) http://www.techrepublic.com/article/why-10-million- developers-are-lining-up-for-the-internet-of-things/ (January 2016)
- 15. – J E A N PA U L S A R T R E L’enfer, c’est les autres https://commons.wikimedia.org/wiki/File:Jean_Paul_Sartre_1965.jpg
- 16. O R G A N I S I N G P R O J E C T T E A M S the “pack” the “matrix” the “collective” “Scaling Agile @ Spotify” refers to some of this as squads, tribes, chapters, guilds, etc.
- 17. S E L F - S E L E C T I O N O F T E A M S P R O V E N T R A C K R E C O R D https://commons.wikimedia.org/wiki/File:Lancaster_bomber_over_Cowes_in_May_2013_6.jpg
- 18. B U I L D I N G G O O D T E A M S M AT T E R S • Independently and efficiently deliver a solution end-to-end • Everybody knows their role and the team’s expectations • Dedicated to common goal • No friction loss • Communication • Processes efficiency time forming storming norming performing forming storming norming performing cf. Tuckman, 1965
- 19. W I S D O M I N U N E X P E C T E D P L A C E S U S A R M Y P U B L I C AT I O N F M 6 - 0
- 20. AV O I D T H E S U P E R H E R O • The only person who understands the project in its entirety. • The operative bottleneck. • Teams with bus factor 1.
- 21. I N T E R D I S C I P L I N A RY T E A M S J U S T A D D I N G M O R E S K I L L E D P E O P L E D O E S N ’ T M A K E
- 22. B A S I C U N D E R S TA N D I N G A N D A C O M M O N V O C A B U L A RY F R O M AT O M S T O W O R L D - W I D E S Y S T E M S
- 23. – R I C H A R D P. F E Y N M A N “You're unlikely to discover something new without a lot of practice on old stuff, but further, you should get a heck of a lot of fun out of working out funny relations and interesting things.”
- 24. T F W T F ?
- 25. S C I E N C E V S . E N G I N E E R I N G T H I N K I N G A B O U T E M E R G I N G P R O P E R T I E S I N I O T http://user47329.vs.easily.co.uk/ifference-science-engineering/
- 26. S U M M A RY • IoT isn't hard. People are. • Most organisational structures are intrinsically incompatible with interdisciplinary topics. There is no easy fix. But be aware. • Good project teams require generalists as social and technological glue. Find round heads for square holes.