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Implementing Software Implementing Software ArchitecturesArchitectures

Lessons learned from a Failure Lessons learned from a Failure Mode AnalysisMode Analysis

Uncovering Historically Uncovering Historically Prevalent Technology Failure Prevalent Technology Failure

PatternsPatterns

Napoleon’s Russian Napoleon’s Russian CampaignCampaign

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BackgroundBackground

Organizational ContextOrganizational Context

SituationSituation

ProblemProblem

Approach/MethodApproach/Method

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ApproachApproach

Action ResearchAction Research– Affinity DiagramsAffinity Diagrams– Interrelationship DiagramsInterrelationship Diagrams

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MethodMethod

Grounded Theory (Glasser & Strauss)Grounded Theory (Glasser & Strauss) Theoretical Sampling Data collection Data Analysis –Categorization – Open Coding -(Affinity Diagrams) Axial Coding - (Patterns-Defensive Routines) Selective Coding- (Interrelationship diagrams-

Causal Networks- Behavioral Models)

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Assuring Sponsor’s Assuring Sponsor’s ComfortComfort

– Present live in an intimate setting, to just Present live in an intimate setting, to just the sponsor, giving them chance to digest. the sponsor, giving them chance to digest.

– Help them through the grieving cycle - let Help them through the grieving cycle - let them experience each phase.them experience each phase.

– Recognize them for how they have already Recognize them for how they have already applied lessons of past (e.g. Note which applied lessons of past (e.g. Note which aspects of Russian winter have been aspects of Russian winter have been addressed in this campaign.)addressed in this campaign.)

– Present bad news as a risk to be understood Present bad news as a risk to be understood & managed, not a flaw in their strategy.& managed, not a flaw in their strategy.

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DeliveryDelivery

visuals: diagrams from analysis, visuals: diagrams from analysis, delivered to sponsordelivered to sponsor

EmphasisEmphasis– Results are credibleResults are credible– Results are valuable Results are valuable – Sponsor feels comfortableSponsor feels comfortable– You & interviewees feel safeYou & interviewees feel safe– Results are actionableResults are actionable

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Assuring CredibilityAssuring Credibility

Credibility = integrity of the method + credibility Credibility = integrity of the method + credibility of the respondentsof the respondents– List the people you interviewed, and their List the people you interviewed, and their

relevant expertise.relevant expertise.– Give sponsor an overview of the analysis Give sponsor an overview of the analysis

methodmethod– Make it clear that the results are based on Make it clear that the results are based on

data and not your opinion. You merely data and not your opinion. You merely structured the information and articulated structured the information and articulated common themes.common themes.

– Handout backup but don’t discuss.Handout backup but don’t discuss.

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Creating ValueCreating Value

Value = amount of new information content + Value = amount of new information content + applicabilityapplicability– Distill the data down into a few pages for Distill the data down into a few pages for

ease of initial comprehension. Use format ease of initial comprehension. Use format your sponsor comprehends easily. your sponsor comprehends easily.

– Explain that this information was Explain that this information was subconsciously known by the org & the subconsciously known by the org & the sponsor, the potential value is in explicitly sponsor, the potential value is in explicitly articulating it and using itarticulating it and using it

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Assuring SafetyAssuring Safety

– Never attribute any specific data or Never attribute any specific data or remarks to any specific individual. remarks to any specific individual.

– Note the helpfulness of the Note the helpfulness of the interviewees & the value of the interviewees & the value of the information they provided. information they provided.

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Analysis/ResultsAnalysis/Results

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Analysis - ResultsAnalysis - Results

Technical/Business issues Behavior

Cultural norms

• Identified pattern behind previous failures

• Highlighted which parts of the pattern had been addressed, and which still remained

RISKS

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Organizational Defensive Organizational Defensive RoutinesRoutines

Pattern (1) Create Commonality as Pattern (1) Create Commonality as you do your regular workyou do your regular work

Pattern (2) Commonality as a Pattern (2) Commonality as a funded projectfunded project

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(1) Historically, (1) Historically, CommonalityCommonality was was SacrificedSacrificed

Management assumes direction was clear and willbe followed.

No Clear Business Reason for Commonality

heroes can’t say no, so oversubscribe

long term strategy sacrificed

don’t realize it until too late

Heroics rewarded

marketing demands short term requirements be met

No consequences to not implementing strategy

no effective tracking process

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How does this initiative differ from How does this initiative differ from past?past?

Management assumes direction was clear and willbe followed.

No clear business reason for commonality

heroes can’t say no, so oversubscribe

long term strategy sacrificed

don’t realize it until too late

Heroics rewarded

marketing demands short term requirements be met

No consequences to not implementing strategy

no effective tracking process

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(2) Historically, (2) Historically, CommonalityCommonality was Poorly was Poorly ExecutedExecuted

Invention is valued

Long RunningConflicts between sites

no project needsfully satisfied by initial platform

Strategy originates outside product divisions, driven by technologists

engineeringtoo busy to get involvedearly

•Miss some real product needs•Plans poorly integrated•Sites don’t accept/accommodate each others input

Product teams don’t want to use the common platform

No long term reusable platform evolves

Hogging the ball is

accepted way to be a star

Platform ignored, or heavily customized

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How does this initiative differ from past?How does this initiative differ from past?

Invention is valued

Long RunningTribal Conflicts between sites

no project needsfully satisfied by initial platform

Strategy originates outside product divisions, driven by technologists

engineeringtoo busy to get involvedearly

•Miss some real product needs•Plans poorly integrated•Sites don’t accept/accommodate each others input

Product teams don’t want to use the common platform

No long term reusable platform evolves

Hogging the ball is

accepted way to be a star

Platform ignored, or heavily customized

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Remaining Barriers to this Remaining Barriers to this InitiativeInitiative

Purpose & Implications of platform approach not understood/accepted below Sr. Mgmt level

Supporting platform processes & mindset not in place

All Cultural Norms conflictwith platform approach

belief that non-platform approach is quicker path to current deliverables

Management assumes direction was clear and willbe followed.

no effective tracking process

platform strategy sacrificed

don’t realize it until too late

Cultural preference for non-platform approach

Specific organizational issues

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Follow-upFollow-up

conscious change management strategy conscious change management strategy

employedemployed

specific organizational issues addressedspecific organizational issues addressed

overt culture change initiatedovert culture change initiated

learning applied to other initiatives at learning applied to other initiatives at

corporate levelcorporate level

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Becoming ActionableBecoming Actionable

– Wider presentation of the findings, Wider presentation of the findings, from the sponsor themselves.from the sponsor themselves.

– Will require more work to derive Will require more work to derive specific action plans for countering specific action plans for countering the riskthe risk

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Lessons LearnedLessons Learned

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General lessonsGeneral lessons

Use a metaphor that resonates for your Use a metaphor that resonates for your

sponsorssponsors

Communicate that you’re trying to help, not Communicate that you’re trying to help, not

throwing cold water on their plan.throwing cold water on their plan.

Show what happened to others who did not Show what happened to others who did not

adequately consider the winter. adequately consider the winter.

Ask sponsor to authorize and facilitate access Ask sponsor to authorize and facilitate access

to key individualsto key individuals

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General LessonsGeneral Lessons

Interviewees must be credible with sponsorInterviewees must be credible with sponsor Know what kinds of input you seekKnow what kinds of input you seek Getting the right people to talk openlyGetting the right people to talk openly

– build on personal relationshipsbuild on personal relationships– use small, informal settingsuse small, informal settings– emphasize the sponsor’s desire to tap emphasize the sponsor’s desire to tap

leading expertiseleading expertise– mention other prominent intervieweesmention other prominent interviewees

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General LessonsGeneral Lessons

– Expect to get “obvious” info that was Expect to get “obvious” info that was

always known, but never articulatedalways known, but never articulated

– Need to go through 5 layers of “why” to find Need to go through 5 layers of “why” to find

these patterns; seemingly unrelated these patterns; seemingly unrelated

symptoms stem from common causessymptoms stem from common causes

– Dedicate a room for several days so you can Dedicate a room for several days so you can

repeatedly re-arrange stickies on the wallsrepeatedly re-arrange stickies on the walls

– Leave lots of time to create high level Leave lots of time to create high level

summarysummary

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General LessonsGeneral Lessons

If used correctly, the information has great valueIf used correctly, the information has great value– risk mitigation for this invasionrisk mitigation for this invasion– awareness for other invasions now and in awareness for other invasions now and in

futurefuture– culture changeculture change

lightning rod for surfacing resistance & lightning rod for surfacing resistance & issuesissues

identifying entrenched systemic barriers to identifying entrenched systemic barriers to changechange

Acting on this type of information is really hardActing on this type of information is really hard

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CaveatsCaveats

Sophisticated Organizational Sophisticated Organizational Intervention requiring maturity and Intervention requiring maturity and experienceexperience

May surface issues beyond your ability May surface issues beyond your ability

to handle to handle

May Trigger dysfunctional behaviorMay Trigger dysfunctional behavior

Can impact reputations and careersCan impact reputations and careers

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ContactContact

Gene MilukGene MilukSEISEI

gem@sei.cmu.edugem@sei.cmu.edu

Irene AllenIrene AllenXerox CorporationXerox Corporation

Iallen@usa.xerox.coIallen@usa.xerox.comm