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Rob, emerges from triangles & ovals
Rob, emerges from triangles & ovals
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I built a robust, high moral core architecture team tasked with defining and coordinating development of work-flow engine.  
HP's 1997 decision to become a major player in the open software market resulted in vastly expanded investment in nascent work-flow technology that was being developed by the 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.  However, 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 California based development team. 

I was asked to manage the core engineering team, which must change its role to enabling the leverage of a large team of experienced Indian engineers to accelerate market success. 

The likely transfer of development activities from the 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 our Californian developers. 

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 parent organization's solution developers fearful of their dependence on an untrustworthy platform.  The system was also based on a HP CORBA stack which was being replaced, due to a shift in corporate strategy, with a leading 3rd party product that did not provide some of the key features utilized by the system. 


I applied the Adair objectives system to development engineering team's goals. I shifted the goals to advanced development and architecture and building strong morale.  Main aspects were:
  • Visited key customers for informal discussions - and developed product problem list and feature gap analysis with the product and engineering team. 
  • Explained new managements expanded vision and market for the work-flow system
    Agreed key enhancements to product to match positioning. 
  • Agreed plan, budget and timetable with development and general management. 
  • Developed individual Adair objective & development plans with each engineer.  Individual group and task goals were agreed and progress monitored. 
  • Hired data-base and compiler architects to add experience to these aspects of the architecture and product. 
  • Focused team on "must-have" aspects of functional and quality improvements. 
    • Build error-handing, logging and test interfaces and architecture with Indian team. 
    • Replace cache with robust alternative. 
    • Agree compensation model with central research team.  Update architecture with compensation logic and implement. 
    • Integrate object development model into case tool.  
    • Team's developed their schedules. 
  • Represented California at weekly global cross-functional meetings. 
  • Managed salary plans, & performance evaluations of team of 9 engineers.  



The product fixes and testing infrastructure investments created a predictable system and automation allowed for rapid cycles of unit, and system development, integration, test and correction. 

Indian development lab was enabled to develop infrastructure and product extensions, with only minimal dependencies on California.   They took over all system build activities. 
Market Centric Workshops
The Physics - Politics, Economics & Evolutionary Psychology
Politics, Economics & Evolutionary Psychology

Business Physics
Nature and nurture drive the business eco-system
Human nature
Emerging structure and dynamic forces of adaptation


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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