iiSM.org

Value Oriented Engineering

Value Scrum Intro

Value Scrum

Fundamentals of Creating Value – Value Fulfillment Theory

In Search of Value Fulfillment Experts

Value Manifesto

Value Cycle Principles

Nature of Discovery

Business Has Two Modes of Operation

Confused Business: Extraction Mode Applied to Discovery

So Where’s the Cookie

Value Attempt – The Market isn’t where you Think

Value Attempts – What’s the Optimal Number

Value Attempts – Are all Value Attempts Equal?

Value Attempts

Value Attempts – Checking for Traction

How Does Your Org Take a Value Attempts?

Ways of Taking a Value Attempt

High Quality Value Attempt

Software Managements Role

What is Software Management?

Value Scrum Functional Models

Value Attempts – What You Need

Value Teams – Key to Rapidly Discovering New Value

Value Scrum – Iterating Three Shared Models

Value Scrum – Applying Skills to Discovering Value

Value Scrum, 5-Fold Team – 1 Team, 5 Roles

Value Scrum – Simple Three Question Stand-up

Value Scrum – Accelerating Value Discovery

5-Fold Team

Value Scrum, 5-Fold Team – 1 Team, 5 Roles

Value Scrum – Simple Three Question Stand-up

Checking For Chaos

How Do You Detect Chaos in Software Systems?

Checking for Chaos in Three Easy Steps

Checking for Chaos – Spikes in Software Response Times

Checking for Chaos – Check for External Sources of Chaos

Checking for Chaos – Unsustainable Resource Depletion Rates

Software Management Essentials, Intro to Management Systems

Introduction to SME

Introduction to Software Management Essentials

Software Management Essential Dimensions

What is the significance of Software?

Management Systems

SME – Part 1 – Section Management Systems

Dimension #1 – Examples of 3 Management Systems

Dimension #1 – Three Systems Make a Company

Three Dominate Value Management Systems, Not Two!

Dimension #1 – Management Systems, Three Types

Dimension #1 – Management Systems

Dimension #1 – Management Systems, Resource and Results

Dimension #1 – Three Systems, Concrete Example

Dimension #1 – Three Systems Contend for Influence

Dimension #1 – Analysis of Restaurant Example

Dimension #1 – Ramifications of Management Systems

Implementation Systems

Dimension #1 – Implementation Management Systems

Dimension #1 – Implementation Management, Gantt

Dimension #1 – Observations of Taylorism as a System

Dimension #1 – Conclusions on Scientific Management

Liquidation Management Systems

The Birth of Public Markets and Liquid Management Systems

Dimension #1 – Liquidation Management Systems

Dimension #1 – Liquidation, Accounting Payables

Dimension #1 – Liquidation, Accounting Billing

Dimension #1 – Liquidation, Cash Management

Dimension #1 – Liquidation Management, Funding

Creative Management Systems

Creative Management – The remedy

Dimension #1 – Creative Management Systems Intro

Dimension #1 – Nature of Creative Software Work

Dimension #1 – Existence of Creative Management

Dimension #1 – Creative Management and Creative Attractors

Dimension #1 – Creative Management Systems

Dimension #1 – Example of a Creative Management System

Elon Musk Example of Creative Management System

Dimension #1 – Creative Management, Division of Labor

Dimension #1 – Creative Management, Evolution

Comparing Management Systems

Dimension #1 – Comparing Management Systems

October 2016 – Agile Singapore – Martin Fowler’s Explanation of Agile

Dimension #1 – Conclusions from Agile vs Plan-Driven Comparison

Dimension #1 – Management Three-Systems Model

Dimension #1 – Discussion of Hierarchy Orders

Dimension #1 – Hierarchy Orders Comparison

Venture Lifecycle

SME – Part 1 – Venture Lifecycle

Dimension #2 – Product / Service Venture Lifecycle

Dimension #2 – Product / Service Portfolios

Portfolio Management, Venture Horizons

Three Management Systems Rule Venture Lifecycle

Software Management Practices, Deliverables Model

Deliverables Model

Dimension #5 – Five Deliverables of Software Management

Dimension #5 – Deliverables #1, Trusted People

Dimension #5 – Deliverables #1, Trusted Engineers

Dimension #5 – Anatomy of Trusted Engineers

Dimension #5 – Getting to Trusted, Hiring Duck #1

Deliverable #1 – Making Happy / Trusted Engineers

Dimension #5 – Trusted Engineers Are

Dimension #5 – Addressing Technical and Trust Gaps

Industry Prescription, SM 2.0

Tip of Industry Practice: Software Management 2.0

Software Management Practices, Change Engine

Change Engine

Changes Engines, Scaling Transformation

The Challenge of Software Management 2.0

Classic Requirement Synthesis – Mock Example

Conception Discussion – PO MIA Case Study

How conceptional works – Enlightened MVP Case

Conception Discussion – Enlightened MVP Case Study

Shared Conception – How Successful Conception Works

Shared Conception – Examples of Theories by Type

Functional Model

Managing Creative Activity: #1 Change Conception

Managing Creative Activity: #1 Conception Cont.

Managing Creative Activity: #2 Change Creation

Managing Creative Activity: #2 Creation Continued

Managing Creative Activity: #2 Filler

Managing Activity: #3 Change Characterization

Change Engine – Three Management Strategies

The Problem of Test Coverage

Functional Model Applications

Diagram of a Classically Broken Change Engine

The Big 4 Change Engine Problems, by Frequency

Software Management Practices, Functional Model

Functional Model

To Think Big

What are we Managing – Reductio ad Absurdum

Three Management Systems Scale Product Lifecycle

Refactoring Management Diagram Back to Activities

Software Management Big Picture Functional Model

Using the Big Picture Functional Model of Software Management

Managing the Transition into Software Management

Change Engine – Three Creative Activities

Adoption Pipeline – Three Implementation Activities

What are we Managing – Three Financial Activity

Pursuing Sustainable Market Opportunities

Functional Model Applications

Let’s Think Big

Variation – 1 Change Engine, 2 Different Market Types

Variation – 2 Change Engines, Same Market

Variation – 2 Change Engines, 2 Markets

Software Management Essentials, Theoretical Foundations

Theoretical Foundations

7 Truths for Effective Software Management

Why are most successful CEOs Software Engineers?

Value Fulfillment Theory

Value Fulfillment Experts Seed Funding Levels

Theory of Discovery

Truth #1 – The Importance of Discovery

Truth #1 – Discovery Defined

Truth #1 – The Theory of Discovery

Truth #1 – The Theory of Discovery, Concepts

Truth #1 – Ramifications of Equation of Discovery

Truth #1 – the Evolution to Continuous Discovery

Theory of Relevance

Truth #2 – Theory of Relevance

Truth #2 – The Equation of Relevance

Truth #2 – Theory of Relevance Implications

Truth #2 – Relevance Tips for Leaders

Ignoring The Theory of Relevance

Theory of Constraints

Truth #3 – Theory of Constraints Explained

Truth #3 – Understanding Constraints Types

Truth #3 – Constraints, Finding the Root Cause

Truth #3 – Theory of Constraints Ramifications

Truth #3 – Traction/Adoption Constraints

Truth #3 – Additional Constraints

Theory of Creative Motivation

Truth #4 – Theory of Creative Motivation

Truth #4 – Abstract Pattern of Creative Attractors

Truth #4 – Creative vs Coerced Motivation Patterns 1

Truth #4 – Creative vs Coerced Motivation Patterns 2

Truth #4 – Creative Attractors Shared Conception Model

Shared Conception Energizes Creative Staff

Truth #4 – Drilling into Shared Need Motivation

Truth #4 – Shared Creative Belief Motivation

Truth #4 – When Belief Motive is Missing for Actors

Truth #4 – Implementation vs. Creation Belief Motivation

Truth #4 – Shared Creative Opportunity Motivation

Truth #4 – Qualifying Creative Attractor Opportunity

Truth #4 – Shared Creative Anticipation Motivation

Truth #4 – Lacking Proper Creative Motivation

Truth #4 – Creative Attractor, Strong Value Proposition?

Theory of Engagement

Truth #5 – Critical Need for Strong Engagement

Truth #5 – The Theory of Engagement Explained

Truth #5 – Maslow’s Theory, Understanding Our Needs!

Truth #5 – What is Maslow’s Hierarchy of Needs?

Truth #5 – Applying Maslow’s to Your Career!

Truth #5 – Engagement: Fulfilling D-Needs in your Products!

Truth #5 – Engagement: Supporting Progression in your Products!

Day 1 Recap

The Essential Work of Software Management

Join the Mission at iiSM.ORG

Software Management Essentials, Politics of Opportunity

Politics of Opportunity

Pursue a Viable Market Opportunity

Are Office Politics Necessarily Evil?

The Politics of Outsourcing

When the Org Whiffs an Opportunity

Corporate Hijacking Opportunity

Politics of Opportunity – The Wedge of Indifference

The Politics of Opportunity – Venture Valley

The Politics of Opportunity – Corner of Side Jobs

When Departments Believe Their Own Assumptions

Software Management Essentials, Product Execution

Execution Model

Software Management – Two Divergent Systems

Curling, Strong Product Execution

Strong Product Execution - Strong Distractors

Strong Product Execution – Constraints, Slide 1 of 2

Strong Product Execution – Constraints, Slide 2 of 2

Classically Coerced Project Execution

Driving to a Date is a Value Destroying Journey

Product Execution Versus Project Execution?

Case Studies

R&D Effectiveness Case Studies, Forced Delivery

Closing Recap

Wanted: Software Management 2.0

Huge Need for 4X Software Leaders!

Change Engine – Management Strategies Recap

Join the Mission at iiSM.ORG, End of SME

Software Management Essentials, Research Basis

Design Your Own Boss Research

Motivation Factors – Top 3 Priorities Requested by Creative Workers

Happy Engineers are Productive Engineers

Design Your Own Boss Study Premise

Motivation Factors – Shocking Study Results – Top 3 Asks of a Boss

Motivation Factors – Top 3 Dislikes Reported by Creative Workers

Startup Failure Research

Startups – Six Things You Must Get Right!

Startups – Four More Things Needed to get an A+

Startups – Seven Top Causes for Failure, Drilling In

Chaos Studies

Survey Request – Sources of Chaos According to Experts

Engineers Mostly Agree on Top Causes of Software Chaos

Chaos Study Result Insights

Incentives For Creative Work Research

Motivation Factors – High Performance Bonus for Creative Work?

Study shows: Large Cash Incentives Crush Creative Work by 80%!

Motivation Factors – Effect of Public Observation on Creative Work

Supporting Materials

Day-1 Marketing Materials

The path of your future: MBA or Creative Management

Value Scrum

Value Scrum Framework

Agile Scrum

Agile Scrum Framework

Survey Requests

Survey Request – Sources of Chaos According to Experts

Statistical Chaos Control

Software Health Metrics Tell a Story

Consequences of unchecked Chaos in Software

Consequences of Date Driven Software

COVID-19

Study of COVID-19 Infection Rates in US, March

COVID-19 Rates Slow in US Due to Social Distancing

Study of COVID-19 Rates in Orange County, CA Post Easter Weekend

Online Training Tips

Best Classroom Experience with Zoom Steps 1 through 3

Best Classroom Experience with Zoom Step 4

Best Classroom Experience with Zoom Annotation

Zoom Annotation, Using Thick Line Drawing