James Lyneis

↑ 5 References

James Lyneis

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Adaptive resource control

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EM.413 meeting program management James Lyneis

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project design for quality

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Makes me think of zen and the art of motorcycle maintenance

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Grade vs quality

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Grade is determined by scope

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What you’re building

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Quality is determined by defects

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How well you built

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Quality dynamics

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Rework as a function of quality

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Change

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Emergent change

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A problem with meeting existing requirements

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Not sure that “emergent” is the best descriptor here

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Initiated change

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Based off a change in requirements

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Am important takeaway

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Adding resources can increase delay

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Brook’s Law

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Asking a question is like drawing a vector

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The answer extrapolates from the direction of the vector

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This explains why asking a question often involves additional clauses to help fine tune the vector direction so it doesn’t set the respondent off in an unintended direction

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Put a model diagram on your wall

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Inspired by example from F-18 project

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Truly novel projects are hard to predict what requirements are actually valuable

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Excess work in models?

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EM.411 meeting program management James Lyneis

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James Lyneis

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Worked with Jay Forrester

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Project Dynamics

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Dynamic

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Strange loops

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Something with reflexive changes

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Dynamic systems are strange loops

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System Dynamics

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Might be possible to learn about this through software

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A good software can teach as well as a good lesson

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Expected staffing (effort) over time

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Plan is a symmetric hump

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Two seemingly common breaks from model

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Hump moves to the right, maybe a second hump

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Still attempting to finish on time

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A long tail of burn down

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Over shoots schedule

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Dynamics driven be cause effect relationships

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The physics is the system

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Accumulation processes

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Feedback processes

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Balancing

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Reinforcing

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The rework cycle

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Work done + undiscovered rework = work believed done correctly

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Discovering undiscovered rework shows like zero productivity time

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Seems like agile is meant to be structured in such a way to minimize and surface sooner rework

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Causal loop diagrams

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Reinforcing loops

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Positive loop, virtuous circle

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Negative loop, vicious circle

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Balancing loop

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Deaths and births balance population

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Fred Brooks Brook’s Law Mythical man month

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Adding people to a late software will make it later

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System dynamics model produces a dynamic hypothesis

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These deeply connected network models need to have core goal metrics

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Like “value”

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Would be a function of schedule cost morale etc

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Direct vas indirect impacts

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direct impacts

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Something hits the plan

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Indirect impacts

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The internal looping ripple dynamic effects

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EM.411 recitation meeting James Lyneis

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Around 300 system dynamics projects across 50 companies

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Channel tunnel was a system dynamics project, apparently

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Agent-based modeling and system dynamics modeling are fundamentally different and incompatible ways of modeling

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Which of agent-based modeling and system dynamics modeling is closer to the territory ?

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Map and Territory

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My guess is agent-based modeling, assuming it handles things as more atomic

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Modeling is another way of saying coding

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James Lyneis

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Learning dynamics

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How does individual and team effectiveness evolve?

Not much published data on this

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Bruce Henderson

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Boston consulting group

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As experience doubles, efficiency improves around 20-30%

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From 1936

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Learning curve

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Are there zero cost ways to transition tacit knowledge to explicit knowledge ?

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Nonaka

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James Lyneis

↑ 5 References