T H E H U M A N FA C T O RD 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
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.
https://commons.wikimedia.org/wiki/File:17th_century_map_of_the_Roman_Empire.jpg
O R G A N I S AT I O N A L S T R U C T U R EM 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
T H E R I S E A N D FA L L O F E M P I R E SO 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 ?
T H E S T R U G G L E I S R E A LC 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
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
O R G A N I S AT I O N A L S T R U C T U R EM 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
T E A M S T R U C T U R EM 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
D I V I S I O N O F L A B O U RT 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
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)
– 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
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.
S E L F - S E L E C T I O N O F T E A M SP 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
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
W I S D O M I N U N E X P E C T E D P L A C E SU S A R M Y P U B L I C AT I O N F M 6 - 0
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.
I N T E R D I S C I P L I N A R Y T E A M SJ 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
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 R Y
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
– 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.”
T FW T F ?
S C I E N C E V S . E N G I N E E R I N GT 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/
S U M M A R Y
• 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.
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