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Rob, emerges from triangles & ovals
Rob, emerges from triangles & ovals
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Developed the offshore resource capabilities of the, greatly expanded, work-flow team. 

HP CEO's 1997 decision to become a major player in the open software market resulted in vastly expanded investment in nascent work-flow technology.  Prior to this decision this program was being developed by the small office products organization in partnership with HP's central research laboratories based on a technology transfer. 

The fivefold increase in dedicated resources, additional layers of management and expanded corporate expectations resulted in parallel developments, in California, UK and India.  The operation was assigned to an Indian Software Executive. 

The likely transfer of development activities from UK and California to India created fear within the development organization. 

The core understanding of the system was split between the solution level knowledge centered in the UK and the core work-flow engine limited to the researchers and a small Californian development team. 

The current implementation of the system was very problematic.  It was a key dependency of two other organizations projects, and initial deliverables were proving unreliable and slower than promised.  Having been developed without effective error handling and logging within the core engine, it was impossible to quantify the correct execution of the implementation.  This made early users of the system, including the UK solution developers fearful of their dependence on an untrustworthy platform.  The system was also based on a HP CORBA stack which was being replaced in a corporate strategy with a leading 3rd party product. 

To enable the large body of architects and engineers, based in India to contribute to the development of the product required a strong knowledge transfer, and creation of a relationship between original development organizations and the Indian development lab. 

Agreed a mission for the Cupertino based architects and engineers. This encompassed leading the formalization of the architecture and its modularization into aspects that could be independently evolved and implemented by the Indian lab.  Main aspects were:
  • Distributed invitations to key stakeholders to:
    • Agree "where we are", explaining problems identified since taking over the California project. 
    • Understand corporate goals and agree "where we want to be" and
    • Define how we will organize to get there. 
  • Agreed detailed implementation plan and timetable with Indian Section and Project Managers. 
  • Setup lead architect visits (Lead engineers from California were switched from implementation activities to specification and coaching work) to define modular implementations of problem areas that needed re-engineering. 
  • Agreed on new development areas for California to investigate and design, and implement along with the Indian lab to build morale and demonstrate that the company was not abandoning this group. 
  • Agreed partnering activities with researchers.  
  • Hosted key architects and implementers from Indian lab to co-develop core re-designs of the system. 
  • Hired database and compiler experts onto the California team to enhance the fault-tolerance and acid properties of the core system. 

The California lab built a partnership with the Indian lab.  The work-flow engine's cache was jointly re-written.  The error handling infrastructure was designed in California and then transferred to the Indian teams for implementation.  The testing infrastructure was automated jointly and implemented in India. 

The California team's morale improved as they saw the benefits of working through a sensible plan and got to know some of the strong engineers that joined the team in India.  Within a year the core work-flow engine was of excellent quality with strong capabilities desired by the market. 

The India teams were effective within a six month period, and had taken over responsibility for packaging of the core system for delivery to customers.  Their architects understood the strengths and constraints of the system, and were extending the implementation. 
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integrating quality appropriate for each market
 
This page looks at schematic structures and their uses.  It discusses a number of examples:
  • Schematic ideas are recombined in creativity. 
  • Similarly designers take ideas and rules about materials and components and combine them. 
  • Schematic Recipes help to standardize operations. 
  • Modular components are combined into strategies for use in business plans and business models. 

As a working example it presents part of the contents and schematic details from the Adaptive Web Framework (AWF)'s operational plan. 

Finally it includes a section presenting our formal representation of schematic goals. 
Each goal has a series of associated complex adaptive system (CAS) strategy strings. 
These goals plus strings are detailed for various chess and business examples. 
Strategy
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This page uses an example to illustrate how:
  • A business can gain focus from targeting key customers,
  • Business planning activities performed by the whole organization can build awareness, empowerment and coherence. 
  • A program approach can ensure strategic alignment. 
Program Management
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