The International Federation for Information Processing Developmental Approach

theInternationalFederation forInformationProcessing

DevelopmentalApproach

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ifipEvolutionary prototyping

Criteria of quality

Personal level

Societal level

Organisation level

Maturity:

The e-Change puzzle

Source: Raymond Morel. Ministry of Education, Geneva

Dealing with the e-Change puzzle

How to hit a moving target?

By moving with it!

Do

Check

Reflect

Plan

Do

Check

Reflect

Plan

Evolutionary approach



Do

Check

Reflect

Plan

Do

Check

Reflect

Plan

Knowledge

The Deming-cycle: Plan-Do-Check-Act Reflect

Evolutionary approach

Evolutionary proto-typing

PLAN Design

Develop

Implement

ImproveEnhance

Partial solution

LessonslearnedREFLECT

DO

REFLECTCHECK

PDCR-Cycle

Proto-typing

Evolution

PLAN Design

Develop

Implement

ImproveEnhance

Partial solution


DO

REFLECTCHECK

PDCR-Cycle

Proto-typing

PLAN Design

Develop

Implement

ImproveEnhance

Partial solution


DO

REFLECTCHECK

PDCR-Cycle

Proto-typing

Evolution


Success factors in prototyping:

• Reduction of development time• Reduction of development costs• User involvement• Concrete user feedback• Facilitates full solution implementation since users already know what to expect. • Results in higher user satisfaction. • Exposes potential future solution enhancements



Risk factors in prototyping:

• Can lead to insufficient analysis. • Users expect the performance of the prototype to be the same as the ultimate solution • Can cause unfinished solutions



Keep It Simple

• Make it flexible and extensible• Fast is better than slow; re-use available knowledge• With a little forethought a prototype aimed at one question can become a framework for answering others• Customers may well want to extend the implementation phase of the project if they feel that an extended prototype is able to answer a new range of questions• Choose a familiar and productive implementation environment

Evolutionary proto-typingReuse• At a project's end, prototypes should be evaluated to identify lessons learned and opportunities for reuse• A properly designed prototype anticipates reuse opportunities; its value can extended, across multiple projects

Reduce• Develop prototypes in environments that provide maximum administrative support with minimum constraints • Prototypes focus on real-world problems, but are sized "just right" to provide developers and users with ample education

Evolutionary proto-typingRe-use knowledge• Insist on a design validation process, or at least in-house demonstration and discussion of the prototypes used to both tap and enhance user knowledge• Insist on quality reviews; developers can benefit from the knowledge and experience of other experts in both strategy and implementation

Recycle• With a little effort and foresight, your prototypes can be flexible and lasting tools that bridge the communication gap with your customers and extend your skills across multiple projects


Criteria of quality

Personal level

Societal level

Organisation level

Maturity:

Evolutionary proto-typingQuality criteria

Actions of the developer I

The actions are performed in a professional way:Result effective (lead to the specified result)Knowledge effective (effective use is made of available knowledge) Efficient (with respect to time, resources and energy invested)Responsible (sustainable, safe and ethical) The actions are performed in a transparent way:Complete (follow the agreed working method)Reconstructable (can at a later time still be followed)Communcative (are communicated in clear way)



Actions of the developer II

The actions are performed in a logical way:Sound reasoning (the actions are based on sound reasoning)Relevant (no irrelevant arguments are used)

The actions are performed in a reliable way:Flawless (not influenced by flaws in tools or techniques used)Timeless (not influenced by the moment in time when they are performed)Pressureless (not influenced by external pressures from persons or

organisations)


Results produced by the developer

The results delivered are adequate:Effective (result indeed is solution to the problem posed;

sub-problems effectively solved)Integrated (result fits the context of use)Durable (result is safe, ethical and sustainable in time)

The results delivered are valid:Accepted (result is accepted in the context of use)Acceptable (result is acceptable in wider problem domain)Underpinned (result is based on sound conceptual reasoning)Explained (result has been logically explained)

Evolutionary proto-typingReflect against quality criteria

Do

Check

Reflect

Plan

Do

Check

Reflect

Plan

KnowledgeQuality criteriafor actions:Plan, Do, Check, Reflect

Quality criteriafor results

Can you improve performance?

Can you improve results?

Evolutionary proto-typingReflect and Review with experts

Do

Check

Reflect

Plan

Do

Check

Reflect

Plan

KnowledgeQuality criteriafor actions:Plan, Do, Check, Reflect

Quality criteriafor results

Review

How to improve performance?

How to improve results?


Criteria of quality

Personal level

Societal level

Organisation level

Maturity:

MaturityPersonal level

Levels of personal maturity:

Reproductive: do as you are toldExecutive: perform a defined taskTactical: solve a defined problemStrategic: deal with a fuzzy situation


Levels of personal maturity:Tied to PDCR-cycle performance

Do

Check

Reflect

Plan

Do

Check

Reflect

Plan

Knowledge


CheckReproductivefollowingmethod

Advise

on validity realisation

ReflectReproductivefollowingmethod

Researchquality

Reflect

Do

Do

Plan

Plan

Reflect

Reflect

Reflect

Reflect

PDCR-working Cycle

Reproductivefollowingmethod

Organise

design and realisation

Competence

present

Research

competence


Designplanning

(Who, When, Where)


Advise

users on realisation

Knowledge given

Research

domain-knowledge


Research

improvements


Designproblem solution (What, How)

Method

given

Research working method

Problem defined

Researchproblem

Assignment based

Professional role

CheckReproductivefollowingmethod

Advise


ReflectReproductivefollowingmethod

Researchquality

Reflect

Do

Do

Plan

Plan

Reflect

Reflect

Reflect

Reflect

PDCR-working Cycle


Organise


Competence

present

Research

competence


Designplanning

(Who, When, Where)


Advise


Knowledge given

Research

domain-knowledge


Research

improvements



Method

given


Problem defined

Researchproblem

Assignment based

Professional role


The reproductive PCDR-cycle



CheckExecutive, based on method

Advise


ReflectAccording to method

Researchquality

Reflect

Do

Do

Plan

Plan

Reflect

Reflect

Reflect

Reflect

PDCR-working Cycle

Executive, based on method

Organise


To be developed (learning)

Research

competence


Designplanning

(Who, When, Where)


Advise


Knowledge given

Research

domain-knowledge


Research

improvements



Method given


Problem

defined

Researchproblem

Task basedProfessional role

CheckExecutive, based on method

Advise


ReflectAccording to method

Researchquality

Reflect

Do

Do

Plan

Plan

Reflect

Reflect

Reflect

Reflect

PDCR-working Cycle


Organise



Research

competence


Designplanning

(Who, When, Where)


Advise


Knowledge given

Research

domain-knowledge


Research

improvements



Method given


Problem

defined

Researchproblem

Task basedProfessional role

The task based PCDR-cycle



The problem based PCDR-cycle CheckStrategic,

adapting method

Tactical,

based on method

Advise


ReflectStrategic,

adapting method

Tactical,

based on method

Researchquality

Strategic,

adapting method

Strategic,

adapting method

Strategic,

adapting method

Strategic,

adapting method

Strategic,

adapting method

Knowledge to be mobilisedand created


Method to be chosen and adapted

Problem to be selected

Situation based

Reflect

Do

Do

Plan

Plan

Reflect

Reflect

Reflect

Reflect

PDCR-working Cycle

Tactical,

based on method

Organise



Research

competence

Tactical,

based on method

Designplanning

(Who, When, Where)

Tactical,

based on method

Advise


Knowledge to be mobilised

Research

domain-knowledge

Tactical,

based on method

Research

improvements

Tactical,

based on method


Method to be chosen


Problem

defined

Researchproblem

Problem based

Professional role

CheckStrategic,

adapting method

Tactical,

based on method

Advise


ReflectStrategic,

adapting method

Tactical,

based on method

Researchquality

Strategic,

adapting method

Strategic,

adapting method

Strategic,

adapting method

Strategic,

adapting method

Strategic,

adapting method

Knowledge to be mobilisedand created


Method to be chosen and adapted

Problem to be selected

Situation based

Reflect

Do

Do

Plan

Plan

Reflect

Reflect

Reflect

Reflect

PDCR-working Cycle

Tactical,

based on method

Organise



Research

competence

Tactical,

based on method

Designplanning

(Who, When, Where)

Tactical,

based on method

Advise


Knowledge to be mobilised

Research

domain-knowledge

Tactical,

based on method

Research

improvements

Tactical,

based on method


Method to be chosen


Problem

defined

Researchproblem

Problem based

Professional role

The situation based PCDR-cycle



Concentric working/learning career:

Moving performance:from

Reproductivevia Executivevia Tacticalto Strategic


Criteria of quality

Personal level

Societal level

Organisation level

Maturity:

MaturityOrganisation level

Critical areas of organisational development

Key success factors: Technology supportResults OrientationCustomer FocusLeadership and Constancy of PurposeManagement by Processes and FactsContinuous Learning, Innovation and ImprovementPeople Development and InvolvementPartnership DevelopmentCorporate Social Responsibility


Critical areas of organisational development

Key success factors: Technology supportResults OrientationCustomer FocusLeadership and Constancy of PurposeManagement by Processes and FactsContinuous Learning, Innovation and ImprovementPeople Development and InvolvementPartnership DevelopmentCorporate Social Responsibility


Maturity levels I

EmergingOrganisation in beginning stages of learning organisation developmentLeadership and professionals just starting new ways of organising workOrganisation is still firmly grounded in traditional practice

ApplyingOrganisation has understanding of new ways of organising and workingLeadership and professionals use new approaches for traditional tasksLeadership is still firmly traditional


Maturity levels II

IntegratingOrganisation is applying new ways of working in management, administration and in primary activitiesLeadership and professionals explore new ways to enhance personal productivity and professional practice

TransformingOrganisation used experiences to creatively rethink and renew own organisationLearning and knowledge production are integral though invisible part of daily personal productivity and professional practice


Maturity in critical areas of organisational development


Criteria of quality

Personal level

Societal level

Organisation level

Maturity:

MaturitySocietal levelE-readiness

Economist Intelligence Unit (2007) The 2007 e-readiness rankings. Raising the bar

Indicators

1. Connectivity and technology infrastructureWeight in overall score: 20%

2. Business environmentWeight in overall score: 15%

3. Social and cultural environmentWeight in overall score: 15%

4. Legal environmentWeight in overall score: 10%

5. Government policy and visionWeight in overall score: 15%

6. Consumer and business adoptionWeight in overall score: 25%



Indicators

1. Connectivity and technology infrastructureBroadband penetration; broadband affordability; mobile-phone penetration; Internet penetration; PC penetration; WiFi hotspot penetration; Internet security; electronic ID

2. Business environmentOverall political environment; macroeconomic environment; market opportunities; policy toward private enterprise; foreign investment policy; foreign trade and exchange regimes; tax regime; financing; labour market.



Indicators

3. Social and cultural environmentLevel of education; level of Internet literacy; degree of entrepreneurship; technical skills of workforce; degree of innovation

4. Legal environmentCategory criteria: Effectiveness of traditional legal framework; laws covering the Internet; level of censorship; ease of registering a new business



Indicators

5. Government policy and visionGovernment spend on ICT as a proportion of GDP; digital development strategy; egovernment strategy; online procurement

6. Consumer and business adoptionConsumer spending on ICT per capita; level of e-business development; level of online commerce; availability of online public services for citizens and businesses

MaturitySocietal levelE-readiness: the gap is closing






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The International Federation for Information Processing Developmental Approach