Mit tanulhatunk a sikeres szofver-cégektől?
A gyorsulva gyorsuló üzlet módszerei és kultúrája.
Saját élmény - repülő hajtogatás
Nagyüzemi, hatékony, optimalizált termelés
stabil környezet, követelmény
erős specializáció
Cél: hatékonyság
Ballistic Missle Defense System
példa
Kálmán Prezi
Toyota és a Lean
5 whys
Netflix
Öko-bio-spiro-
Rugalmasság a nagyüzemi termeléshez képest
Nagyobb hibatűrés
Kevésbé hatékony
Rugalmasság —> Tanulás
Lean startup
Kontextus:
infó-technológia tárgy “Intelligens termekek a munka világában”
technológia-központú előadások között
Források
kb. 20 ember
kb. 7 fős csapatok = 3
cél: minél több repülőt készíteni ami átjut egy távolságon
Axióma: newtoni világ, a jövő kiszámítható, szabályozható
Taiichi Ohno
Fonógépen száz apró javítás
Toyota Production System
eliminate
Waste
“We are a company built by engineers for engineers.”
In 2002 they experimented with a completely flat organization, eliminating engineering managers in an effort to break down barriers to rapid idea development and to replicate the collegial environment they’d enjoyed in graduate school. That experiment lasted only a few months: They relented when too many people went directly to Page with questions about expense reports, interpersonal conflicts, and other nitty-gritty issues. And as the company grew, the founders soon realized that managers contributed in many other, important ways—for instance, by communicating strategy, helping employees prioritize projects, facilitating collaboration, supporting career development, and ensuring that processes and systems aligned with company goals.
Google now has some layers but not as many as you might expect in an organization with more than 37,000 employees: just 5,000 managers, 1,000 directors, and 100 vice presidents. It’s not uncommon to find engineering managers with 30 direct reports. Flatt says that’s by design, to prevent micromanaging. “There is only so much you can meddle when you have 30 people on your team, so you have to focus on creating the best environment for engineers to make things happen,” he notes. Google gives its rank and file room to make decisions and innovate. Along with that freedom comes a greater respect for technical expertise, skillful problem solving, and good ideas than for titles and formal authority. Given the overall indifference to pecking order, anyone making a case for change at the company needs to provide compelling logic and rich supporting data. Seldom do employees accept top-down directives without question.
http://hbr.org/2013/12/how-google-sold-its-engineers-on-management/ar/1
Lean software development
by Mary Poppendieck and Tom Poppendieck
Extreme programming
Scrum
Goal:
no deadline, no iteration
Agile manifesto
Github
Valve
Ökölógiai szemlélet
SzervezetPszicho MSc 2. félév
20 ember
legtöbb leendő HR-es
multiknál fognak dolgozni
Changing cultural DNA with SD to become Agile
https://submissions.agilealliance.org/system/attachments/attachments/000/000/025/original/ChangeDNA_1_0.pdf?1385085650
Waste:
We are uncovering better ways of developing
software by doing it and helping others do it.
Through this work we have come to value:
That is, while there is value in the items on
the right, we value the items on the left more.
“The Emergent, Cyclical, Double- Helix Model Of The Adult Human Biopsychosocial Systems.”
Prof. Dr. Clare W. Graves
Scandinavian society profile
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