• Meta

  • Téma

    Mit tanulhatunk a sikeres szofver-cégektől?
    A gyorsulva gyorsuló üzlet módszerei és kultúrája.

  • Saját élmény - repülő hajtogatás

  • kékNARANCS

    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

  • Google

  • NARANCSzöld

  • Zöld

    Öko-bio-spiro-

  • Integrál

  • Rugalmasság a nagyüzemi termeléshez képest
    Nagyobb hibatűrés
    Kevésbé hatékony

    Rugalmasság —> Tanulás
    Lean startup

  • kb. 20 ember
    kb. 7 fős csapatok = 3
    cél: minél több repülőt készíteni ami átjut egy távolságon

  • Axióma: newtoni világ, a jövő kiszámítható, szabályozható

    • alapos dokumentáció
  • Taiichi Ohno

    Fonógépen száz apró javítás

  • Toyota Production System

    eliminate

    • waste (muda)
    • inconsistency (mura)
    • overburden (muri)
  • Waste

    • defect
    • transportation
    • inventory
    • motion
    • wait
    • overproduction
    • overprocessing
  • “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

    • Eliminate waste
    • Amplify learning
    • Decide as late as possible
    • Deliver as fast as possible
    • Empower the team
    • Build integrity in
    • See the whole
  • Extreme programming

  • Scrum

  • Kanban

    Goal:

    • optimize existing process
    • deliver with high quality
    • improve lead time
    • simplify prioritazion

    no deadline, no iteration

  • Agile

  • Agile manifesto

  • Github

  • Valve

  • Ökölógiai szemlélet

  • AQAL

  • Cynefin

  • Holacracy

  • SpirálDinamika

  • Laci

  • Ádám

  • Hallgatók

    SzervezetPszicho MSc 2. félév
    20 ember
    legtöbb leendő HR-es
    multiknál fognak dolgozni

  • Waste:

    • unnecessary code and functionality
    • delay in the software development process
    • unclear requirements
    • insufficient testing (leading to avoidable process repetition)
    • bureaucracy
    • slow internal communication
    1. Visualize the workflow
    2. Limit WIP
    3. Manage flow
    4. Make process policies explicit
    5. Improve Collaboratively (using models and the scientific method)
  • We are uncovering better ways of developing
    software by doing it and helping others do it.
    Through this work we have come to value:

    • Individuals and interactions over processes and tools
    • Working software over comprehensive documentation
    • Customer collaboration over contract negotiation
    • Responding to change over following a plan

    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

    1. Legyen 2.5-3 óra
    2. munkapszichologusoknak azt mondom, hogy agile es foglmuk sincs mi, pedig erre megy a világ
    3. Kell belőle dolgozatot iratnom, legyen benne tényszerű dolog, legyen leírva, számonkérhetően
  • Hozom a mérnöki nézőpontot, hozzátok a pszichológiait, beszélgessünk szervezetekről!

  • Megmutatom merre van szerintem előre, hogy tudjátok arra vinni magatokat, a munkahelyeteket, a társadalmat.

{"cards":[{"_id":"409e41747fda2fff9a000014","treeId":"409b298bb0e7d3208c0000bd","seq":1,"position":0.125,"parentId":null,"content":"# Meta"},{"_id":"40a77b47a839db4aab0000e8","treeId":"409b298bb0e7d3208c0000bd","seq":1,"position":0.5,"parentId":"409e41747fda2fff9a000014","content":"## Stakeholders"},{"_id":"40a83cc3a839db4aab0000f0","treeId":"409b298bb0e7d3208c0000bd","seq":1,"position":0.5,"parentId":"40a77b47a839db4aab0000e8","content":"### Laci"},{"_id":"40a89513a839db4aab0000fe","treeId":"409b298bb0e7d3208c0000bd","seq":1,"position":0.25,"parentId":"40a83cc3a839db4aab0000f0","content":"1. Legyen 2.5-3 óra\n2. munkapszichologusoknak azt mondom, hogy agile es foglmuk sincs mi, pedig erre megy a világ\n3. Kell belőle dolgozatot iratnom, legyen benne tényszerű dolog, legyen leírva, számonkérhetően"},{"_id":"40a83d2ea839db4aab0000f1","treeId":"409b298bb0e7d3208c0000bd","seq":1,"position":2,"parentId":"40a77b47a839db4aab0000e8","content":"### Ádám"},{"_id":"40a843e2a839db4aab0000f4","treeId":"409b298bb0e7d3208c0000bd","seq":1,"position":1,"parentId":"40a83d2ea839db4aab0000f1","content":"Hozom a mérnöki nézőpontot, hozzátok a pszichológiait, beszélgessünk szervezetekről!"},{"_id":"40a8793ba839db4aab0000fc","treeId":"409b298bb0e7d3208c0000bd","seq":1,"position":2,"parentId":"40a83d2ea839db4aab0000f1","content":"Megmutatom merre van szerintem előre, hogy tudjátok arra vinni magatokat, a munkahelyeteket, a társadalmat."},{"_id":"40a83d57a839db4aab0000f2","treeId":"409b298bb0e7d3208c0000bd","seq":1,"position":3,"parentId":"40a77b47a839db4aab0000e8","content":"### Hallgatók\n\nSzervezetPszicho MSc 2. félév\n20 ember\nlegtöbb leendő HR-es\nmultiknál fognak dolgozni"},{"_id":"409e42397fda2fff9a000016","treeId":"409b298bb0e7d3208c0000bd","seq":1,"position":2,"parentId":"409e41747fda2fff9a000014","content":"Kontextus:\ninfó-technológia tárgy \"Intelligens termekek a munka világában\"\ntechnológia-központú előadások között\n"},{"_id":"40a44f0c7fda2fff9a000034","treeId":"409b298bb0e7d3208c0000bd","seq":1,"position":4,"parentId":"409e41747fda2fff9a000014","content":"Források"},{"_id":"40a44f237fda2fff9a000035","treeId":"409b298bb0e7d3208c0000bd","seq":1,"position":1,"parentId":"40a44f0c7fda2fff9a000034","content":"http://prezi.com/dhogr-pfuluk/agile-for-software-engineering/"},{"_id":"40a81729a839db4aab0000eb","treeId":"409b298bb0e7d3208c0000bd","seq":1,"position":1.5,"parentId":"40a44f0c7fda2fff9a000034","content":"http://www.slideshare.net/tetradian/the-dungbeetles-tale-systemsthinking-complexity-and-the-realworld"},{"_id":"40a82e39a839db4aab0000ed","treeId":"409b298bb0e7d3208c0000bd","seq":1,"position":2.75,"parentId":"40a44f0c7fda2fff9a000034","content":"----"},{"_id":"40a44a367fda2fff9a000030","treeId":"409b298bb0e7d3208c0000bd","seq":1,"position":4,"parentId":"40a44f0c7fda2fff9a000034","content":"http://blog.jackvinson.com/docs/Systems-Thinking-and-the-Cynefin-Framework-Final.4.pdf"},{"_id":"40a44c597fda2fff9a000032","treeId":"409b298bb0e7d3208c0000bd","seq":1,"position":6,"parentId":"40a44f0c7fda2fff9a000034","content":"Changing cultural DNA with SD to become Agile\nhttps://submissions.agilealliance.org/system/attachments/attachments/000/000/025/original/ChangeDNA_1_0.pdf?1385085650"},{"_id":"40a44aec7fda2fff9a000031","treeId":"409b298bb0e7d3208c0000bd","seq":1,"position":7,"parentId":"40a44f0c7fda2fff9a000034","content":"http://agilitrix.com/2011/04/a-tour-of-agile-adoption-and-transformation-models/"},{"_id":"40a937cba839db4aab000108","treeId":"409b298bb0e7d3208c0000bd","seq":1,"position":5,"parentId":"409e41747fda2fff9a000014","content":"https://docs.google.com/document/d/18_aGYIYn0r_kEMLPACwxRbPJVHXojCUSw8pgK0NEj8M/edit"},{"_id":"40a75cdfa839db4aab0000e5","treeId":"409b298bb0e7d3208c0000bd","seq":1,"position":0.1875,"parentId":null,"content":"# Téma\nMit tanulhatunk a sikeres szofver-cégektől?\nA gyorsulva gyorsuló üzlet módszerei és kultúrája."},{"_id":"409e3d077fda2fff9a000011","treeId":"409b298bb0e7d3208c0000bd","seq":1,"position":0.25,"parentId":null,"content":"Saját élmény - repülő hajtogatás"},{"_id":"40b668b7a301a4d747000049","treeId":"409b298bb0e7d3208c0000bd","seq":1,"position":1,"parentId":"409e3d077fda2fff9a000011","content":"kb. 20 ember\nkb. 7 fős csapatok = 3\ncél: minél több repülőt készíteni ami átjut egy távolságon\n"},{"_id":"409e5fe37fda2fff9a00001c","treeId":"409b298bb0e7d3208c0000bd","seq":1,"position":0.375,"parentId":null,"content":"## kékNARANCS\nNagyüzemi, hatékony, optimalizált termelés\n\nstabil környezet, követelmény\nerős specializáció\nCél: hatékonyság"},{"_id":"409e6d3f7fda2fff9a00001f","treeId":"409b298bb0e7d3208c0000bd","seq":1,"position":0.5,"parentId":"409e5fe37fda2fff9a00001c","content":"Axióma: newtoni világ, a jövő kiszámítható, szabályozható\n- alapos dokumentáció"},{"_id":"409e65337fda2fff9a00001d","treeId":"409b298bb0e7d3208c0000bd","seq":1,"position":1,"parentId":"409e5fe37fda2fff9a00001c","content":"![](http://cl.ly/image/0V0w3o092e3M/Image%202014-04-07%20at%2010.28.11%20pm.png)"},{"_id":"409e6ca97fda2fff9a00001e","treeId":"409b298bb0e7d3208c0000bd","seq":1,"position":2,"parentId":"409e5fe37fda2fff9a00001c","content":"![](http://cl.ly/image/3l2l2I1i0K32/Image%202014-04-07%20at%2010.30.16%20pm.png)"},{"_id":"409e742d7fda2fff9a000020","treeId":"409b298bb0e7d3208c0000bd","seq":1,"position":0.390625,"parentId":null,"content":"Ballistic Missle Defense System\npélda\nKálmán Prezi"},{"_id":"409e3c287fda2fff9a000010","treeId":"409b298bb0e7d3208c0000bd","seq":1,"position":0.3984375,"parentId":null,"content":"Toyota és a Lean"},{"_id":"409e77ff7fda2fff9a000021","treeId":"409b298bb0e7d3208c0000bd","seq":1,"position":1,"parentId":"409e3c287fda2fff9a000010","content":"Taiichi Ohno\n\nFonógépen száz apró javítás"},{"_id":"409e7b3e7fda2fff9a000022","treeId":"409b298bb0e7d3208c0000bd","seq":1,"position":2,"parentId":"409e3c287fda2fff9a000010","content":"Toyota Production System\n\neliminate\n- waste (muda)\n- inconsistency (mura)\n- overburden (muri)"},{"_id":"409e7d8a7fda2fff9a000023","treeId":"409b298bb0e7d3208c0000bd","seq":1,"position":3,"parentId":"409e3c287fda2fff9a000010","content":"Waste\n- defect\n- transportation\n- inventory\n- motion\n- wait\n- overproduction\n- overprocessing"},{"_id":"409e83ae7fda2fff9a000025","treeId":"409b298bb0e7d3208c0000bd","seq":1,"position":0.40234375,"parentId":null,"content":"5 whys"},{"_id":"40a8af9ba839db4aab000100","treeId":"409b298bb0e7d3208c0000bd","seq":1,"position":0.404296875,"parentId":null,"content":"Netflix"},{"_id":"40a8f498a839db4aab000104","treeId":"409b298bb0e7d3208c0000bd","seq":1,"position":0.4052734375,"parentId":null,"content":"Google"},{"_id":"40a8f719a839db4aab000105","treeId":"409b298bb0e7d3208c0000bd","seq":1,"position":1,"parentId":"40a8f498a839db4aab000104","content":"“We are a company built by engineers for engineers.”"},{"_id":"40a8f904a839db4aab000106","treeId":"409b298bb0e7d3208c0000bd","seq":1,"position":2,"parentId":"40a8f498a839db4aab000104","content":"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.\n\nGoogle 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.\n\nhttp://hbr.org/2013/12/how-google-sold-its-engineers-on-management/ar/1"},{"_id":"409e810c7fda2fff9a000024","treeId":"409b298bb0e7d3208c0000bd","seq":1,"position":0.40625,"parentId":null,"content":"## NARANCSzöld"},{"_id":"409e93de7fda2fff9a000027","treeId":"409b298bb0e7d3208c0000bd","seq":1,"position":1,"parentId":"409e810c7fda2fff9a000024","content":"Lean software development\nby Mary Poppendieck and Tom Poppendieck\n\n- Eliminate waste\n- Amplify learning\n- Decide as late as possible\n- Deliver as fast as possible\n- Empower the team\n- Build integrity in\n- See the whole"},{"_id":"409e973f7fda2fff9a000028","treeId":"409b298bb0e7d3208c0000bd","seq":1,"position":1,"parentId":"409e93de7fda2fff9a000027","content":"Waste:\n- unnecessary code and functionality\n- delay in the software development process\n- unclear requirements\n- insufficient testing (leading to avoidable process repetition)\n- bureaucracy\n- slow internal communication"},{"_id":"409e9a527fda2fff9a00002a","treeId":"409b298bb0e7d3208c0000bd","seq":1,"position":2,"parentId":"409e810c7fda2fff9a000024","content":"Extreme programming"},{"_id":"409e9ad57fda2fff9a00002b","treeId":"409b298bb0e7d3208c0000bd","seq":1,"position":3,"parentId":"409e810c7fda2fff9a000024","content":"Scrum"},{"_id":"409e9b3e7fda2fff9a00002c","treeId":"409b298bb0e7d3208c0000bd","seq":1,"position":4,"parentId":"409e810c7fda2fff9a000024","content":"## Kanban\n\nGoal:\n- optimize existing process\n- deliver with high quality\n- improve lead time\n- simplify prioritazion\n\nno deadline, no iteration"},{"_id":"409e9c1c7fda2fff9a00002d","treeId":"409b298bb0e7d3208c0000bd","seq":1,"position":1,"parentId":"409e9b3e7fda2fff9a00002c","content":"1. Visualize the workflow\n2. Limit WIP\n3. Manage flow\n4. Make process policies explicit\n5. Improve Collaboratively (using models and the scientific method)"},{"_id":"409ea0b27fda2fff9a00002e","treeId":"409b298bb0e7d3208c0000bd","seq":1,"position":5,"parentId":"409e810c7fda2fff9a000024","content":"## Agile"},{"_id":"40a76cd5a839db4aab0000e7","treeId":"409b298bb0e7d3208c0000bd","seq":1,"position":6,"parentId":"409e810c7fda2fff9a000024","content":"Agile manifesto"},{"_id":"40a88ac9a839db4aab0000fd","treeId":"409b298bb0e7d3208c0000bd","seq":1,"position":1,"parentId":"40a76cd5a839db4aab0000e7","content":"We are uncovering better ways of developing\nsoftware by doing it and helping others do it.\nThrough this work we have come to value:\n\n- __Individuals and interactions__ over __processes and tools__\n- __Working software __over __comprehensive documentation__\n- __Customer collaboration__ over __contract negotiation__\n- __Responding to change__ over __following a plan__\n\nThat is, while there is value in the items on\nthe right, we value the items on the left more."},{"_id":"40a8f21fa839db4aab000103","treeId":"409b298bb0e7d3208c0000bd","seq":1,"position":0.4609375,"parentId":null,"content":"# Zöld\n\nÖko-bio-spiro-"},{"_id":"40a8afdda839db4aab000102","treeId":"409b298bb0e7d3208c0000bd","seq":1,"position":1,"parentId":"40a8f21fa839db4aab000103","content":"Github"},{"_id":"40a8afcba839db4aab000101","treeId":"409b298bb0e7d3208c0000bd","seq":1,"position":2,"parentId":"40a8f21fa839db4aab000103","content":"Valve"},{"_id":"40a94a0ea839db4aab000109","treeId":"409b298bb0e7d3208c0000bd","seq":1,"position":3,"parentId":"40a8f21fa839db4aab000103","content":"Ökölógiai szemlélet\n![](http://cl.ly/image/1V2y0h0V0s31/Screen%20Shot%202014-04-08%20at%2015.34.58.png)"},{"_id":"409e84317fda2fff9a000026","treeId":"409b298bb0e7d3208c0000bd","seq":1,"position":0.515625,"parentId":null,"content":"## Integrál"},{"_id":"40a999a4a839db4aab00010c","treeId":"409b298bb0e7d3208c0000bd","seq":1,"position":0.5,"parentId":"409e84317fda2fff9a000026","content":"## AQAL"},{"_id":"40a999bda839db4aab00010d","treeId":"409b298bb0e7d3208c0000bd","seq":1,"position":1,"parentId":"40a999a4a839db4aab00010c","content":"![](http://cl.ly/image/0Q2y1W1a0R19/Image%202014-04-08%20at%206.50.57%20pm.png)"},{"_id":"409e50387fda2fff9a000019","treeId":"409b298bb0e7d3208c0000bd","seq":1,"position":1,"parentId":"409e84317fda2fff9a000026","content":"## Cynefin"},{"_id":"40a8186ca839db4aab0000ec","treeId":"409b298bb0e7d3208c0000bd","seq":1,"position":1,"parentId":"409e50387fda2fff9a000019","content":"![](http://epi-thinking.org/images/CYNEFIN_web_image.jpg)"},{"_id":"40a82f5ba839db4aab0000ee","treeId":"409b298bb0e7d3208c0000bd","seq":1,"position":2,"parentId":"409e50387fda2fff9a000019","content":"![](http://cl.ly/image/2m3j140E1b1y/Image%202014-04-08%20at%204.16.22%20pm.png)"},{"_id":"409ebd097fda2fff9a00002f","treeId":"409b298bb0e7d3208c0000bd","seq":1,"position":2,"parentId":"409e84317fda2fff9a000026","content":"## Holacracy"},{"_id":"409e448a7fda2fff9a000017","treeId":"409b298bb0e7d3208c0000bd","seq":1,"position":3,"parentId":"409e84317fda2fff9a000026","content":"## SpirálDinamika"},{"_id":"40a834c2a839db4aab0000ef","treeId":"409b298bb0e7d3208c0000bd","seq":1,"position":1,"parentId":"409e448a7fda2fff9a000017","content":"“The Emergent, Cyclical, Double- Helix Model Of The Adult Human Biopsychosocial Systems.”\nProf. Dr. Clare W. Graves"},{"_id":"40a84de7a839db4aab0000f6","treeId":"409b298bb0e7d3208c0000bd","seq":1,"position":2,"parentId":"409e448a7fda2fff9a000017","content":"![](http://cl.ly/image/1P3b2K442b46/Screen%20Shot%202014-04-08%20at%2016.28.41.png)\nScandinavian society profile"},{"_id":"409b29c9b0e7d3208c0000c0","treeId":"409b298bb0e7d3208c0000bd","seq":1,"position":1,"parentId":null,"content":"Rugalmasság a nagyüzemi termeléshez képest\nNagyobb hibatűrés\nKevésbé hatékony\n\nRugalmasság --> Tanulás\nLean startup"}],"tree":{"_id":"409b298bb0e7d3208c0000bd","name":"agile methodologies and culture","publicUrl":"agile-methodologies-and-culture"}}