T H E H U M A N FA C T O RD E V E L O P I N G A N D D E P L O Y I N G I O T I N T H E E N T E R P R I S E

@BorisAdryan

H O W Z Ü H L K E FA C I L I TAT E S I O T

• Business consulting. We explain how digital technologies change the world, and how they can improve existing products and services.

• Change management. We advise on process and teach new ways to work, especially around the product development cycle.

• Bespoke development. We are innovative across industries, and develop hard- and software products, including end-to-end IoT solutions.

https://commons.wikimedia.org/wiki/File:17th_century_map_of_the_Roman_Empire.jpg

O R G A N I S AT I O N A L S T R U C T U R EM A N A G I N G C O M P L E X I T Y O N A L A R G E R S C A L E

• Strategic decision making

• Organisational division

• Geography • Function

• Complex command structure

T H E R I S E A N D FA L L O F E M P I R E SO R G A N I S AT I O N A L S T R U C T U R E

https://en.wikipedia.org/wiki/File:Pieter_Bruegel_the_Elder_-_The_Tower_of_Babel_(Vienna)_-_Google_Art_Project_-_edited.jpg

W H O I S I N C H A R G E O F O U R I O T

S T R AT E G Y ?

T H E S T R U G G L E I S R E A LC R O S S - F U N C T I O N A L T O P I C S

I O T

D ATA S C I E N C E D E V O P S

A G I L E D E V

O V E R V I E W : O R G , T E A M A N D I N D I V I D U A L S

• Organisational level

Issues with:

• responsibilities

• rigid processes

• common goals

• Team level

• Profile of individuals

Credit: Manu Cornet, http://bonkersworld.net

O R G A N I S AT I O N A L S T R U C T U R EM A N A G I N G C O M P L E X I T Y O N A L A R G E R S C A L E

• Strategic decision making

• Organisational division

• Geography • Function

• Complex command structure

T E A M S T R U C T U R EM A N A G I N G C O M P L E X I T Y O N A S M A L L E R S C A L E

http://www.flickr.com/photos/ncarey/144042243/

• Interdependent players

• Simple command structure

• Tactical decision making

• Experience as a team

• Multidisciplinary

D I V I S I O N O F L A B O U RT H E FA L L A C I E S O F D I S T R I B U T E D S Y S T E M S , B U T W I T H P E O P L E

I O T M E A N S S C A L I N G P E O P L E

https://dzone.com/articles/iot-developers-wanted-45 (July 2014)

https://www.electronicsweekly.com/news/a-million-iot-device-designers-by-2020-

says-arm-director-2015-12/ (December 2015)

http://www.techrepublic.com/article/why-10-million-developers-are-lining-up-for-the-internet-of-things/

(January 2016)

– J E A N PA U L S A R T R E

L’enfer, c’est les autres

https://commons.wikimedia.org/wiki/File:Jean_Paul_Sartre_1965.jpg

O R G A N I S I N G P R O J E C T T E A M S

the “pack”

the “matrix”the “collective”

“Scaling Agile @ Spotify” refers to some of this as squads, tribes, chapters, guilds, etc.

S E L F - S E L E C T I O N O F T E A M SP R O V E N T R A C K R E C O R D

https://commons.wikimedia.org/wiki/File:Lancaster_bomber_over_Cowes_in_May_2013_6.jpg

B U I L D I N G G O O D T E A M S M AT T E R S

• Independently and efficiently deliver a solution end-to-end

• Everybody knows their role and the team’s expectations

• Dedicated to common goal

• No friction loss • Communication • Processes

efficiency

time

forming

storming

norming

performing

forming storming norming performing

cf. Tuckman, 1965

W I S D O M I N U N E X P E C T E D P L A C E SU S A R M Y P U B L I C AT I O N F M 6 - 0

AV O I D T H E S U P E R H E R O

• The only person who understands the project in its entirety.

• The operative bottleneck.

• Teams with bus factor 1.

I N T E R D I S C I P L I N A R Y T E A M SJ U S T A D D I N G M O R E S K I L L E D P E O P L E D O E S N ’ T M A K E

B A S I C U N D E R S TA N D I N G A N D A C O M M O N V O C A B U L A R Y

F R O M AT O M S T O W O R L D - W I D E S Y S T E M S

– R I C H A R D P. F E Y N M A N

“You're unlikely to discover something new without a lot of practice on old stuff, but further, you should get a heck of a lot of fun out of

working out funny relations and interesting things.”

T FW T F ?

S C I E N C E V S . E N G I N E E R I N GT H I N K I N G A B O U T E M E R G I N G P R O P E R T I E S I N I O T

http://user47329.vs.easily.co.uk/ifference-science-engineering/

S U M M A R Y

• IoT isn't hard. People are.

• Most organisational structures are intrinsically incompatible with interdisciplinary topics. There is no easy fix. But be aware.

• Good project teams require generalists as social and technological glue. Find round heads for square holes.