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1
Two good reasons why new software processes are not adopted
Stan RifkinMaster Systems Inc.
2604B El Camino RealCarlsbad, California 92008 USA
+1 760 729 3388 sr@Master-
Systems.com
2 Traditional explanation of adoption
Characteristics of Innovation Adopters Organization Environment
3 Traditional characteristics of the innovation
1. Relative advantage is the degree to which an innovation is perceived to be better than the idea or product or process it supersedes.
2. Compatibility is the degree to which an innovation is perceived to be consistent with the existing culture and needs.
3. Complexity is the degree to which the innovation is difficult, or at least more difficult than its competitors.
4. Trialability and divisibility are measures of the degree to which an innovation may be taken apart and only a part tried. A thick, monolithic innovation has a lower trialability than one that has separable components, each of which adds some value.
5. Observability is the degree to which the results of the implementation will be visible.
4 (Exhaustive) list of factors -- from Lopata
The Implementation Process
Adaptation of the Organization Workload Workflow Formalization Communication Work Assignments Technical Knowledge & Skills
Requirements Roles Centralization Task Changes Simplification Specialization Reduced Redundancy Intangibility of Work Visibility of Work Upgrading of Jobs Adaptation of the Technology Functionality Enhancements Set-Ups/Adjustments Upgrades System Access Allocation Data Formats Vendor Support Accommodation of External Influences
Environmental Factors Market Demands Expanding Customer Base Internal Factors Uncertainty Inter-organizational Dependence
Technology Characteristics Compatibility/Radicalness/Technology-Organization
Match Trialability/Divisibility/Technical Complexity Observability Originality Transferability Complexity/Sophistication Ease of Learning A Use # of Elements Relative Advantage Integration Generality of Purpose
Organizational Characteristics Complexity/Span & Scope Cosmopolitanism (of individuals) Attitudes (of individuals) Networks Centralization Formalization Task/Problem Variety Encouragement Local Ownership Resources Readiness Specialization
5 Factors might interact in messy ways
6
Usual problems with factors
Linear combination No interaction or connection No timing No dominance
… and a practical solution
Embrace the logic of opposition Force and counterforce Transformation and
persistence Change and restoration
7
Better answer 1
8 Better answer 2
People-determined
System-determined
Interaction theory
Cause of resistance
Factors internal to people & groups
System factors, e.g., technical excellence & ergonomics
Interaction of system & context
Assumptions about resistance
Attribute of user; undesirable
Attribute of system; undesirable
Product of setting, user & designer
Facts Factors differentiate resistors from non-resistors
System has technical problems
Political struggle
Prediction If you change people, resistance will dissolve
If you change the system, resistance will dissolve
Those changes will have little effect
Action suggested
Change people internally or externally
Change system
Address power loss & gain
9
Examples
COTS in the organization Competency destroying: need
new skills of assessment & assimilation, architecture matching, and adaptation (“Just because you know how to create it does not mean you know how to buy it.”)
In-house corporate re-use vs. open source model
Social & economic forces dominate “logic” of control & ownership
Transition of research software to industrial settings
Each is trying to optimize a different thing
Need a transition organization
10 Archetype transition organization
Technology receptors: There is a focal point inside organizations to scan the technology landscape and tailor the solutions
there to the organization’s particular problems &
environment.
11
Path dependence & creation
Things happen for a reason, even a bad one.
In order to get things to happen Your Way you have to change the climate from inside:
Creative destruction; mindful deviation
Values - quality, economics, time to market, security
Tension between patience and impatience
Do not forget: you are both a technology creator and a change agent!
12
Implications
Power & politics dominate technical content
(Linear) checklists (of factors) are limited in predictive ability
Technical content is a hygiene factor, a dissatisfier, something to be overcome