Swarming: The Birds and The Bees and Agile€¦ · Dhaval Panchal Agile Coach, Analyst, and...
Transcript of Swarming: The Birds and The Bees and Agile€¦ · Dhaval Panchal Agile Coach, Analyst, and...
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Swarming
The Birds and the Bees and Agile
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The Catalysts
� Tom Perry
� Dhaval Panchal
� You
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Tom Perry
Swarming Publishing Creativity Scrum
Complexity coaching Mentoring SailingBeer Teamwork Design Sci-Fi Agile XP
My Interests:
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Email: [email protected]
Beer Teamwork Design Sci-Fi Agile XP
humorLeadership passionSoftware
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Dhaval Panchal
� Agile Coach, Analyst, and Certified Scrum Practitioner with SolutionsIQ
� Trained and coached 30+ Scrum project teams during enterprise rollouts, including midsized to Fortune 10 companies
Background in development,
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� Background in development, business and functional analysis, organizational change, project management, and business intelligence
Email: [email protected]
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Agenda
� Introduction to Swarming
� Applying Swarming to Development
� Critical Factors for Swarming
� Conclusions
� Q&A� Q&A
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Introduction to Swarming
� What is Swarming?
� Origins of Swarming
� Characteristics of Swarming
� Swarming and Self Organization
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What is Swarming?
� “The collective behavior that emerges from a group of social
insects.”� Bonabeau – Swarm Intelligence, p.109
� It’s what bugs do…
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� Swarming behavior = Self Organizing behavior
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Origins of Swarming
Natural Origins:
� Slime Molds
� Ants
� Bees
� People
Multidisciplinary Origins:
� Mathematics (complexity, chaos)
� Biology (animal behavior)
� Psychology (behavior, neurology)
� Economics (Market behavior)
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Example: Swarming In Action
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*Recorded from “CoolSchool.exe”
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Characteristics of Swarming
� Flexibility (adapt to changing environment)
� Robustness (even when individuals fail, the group can
still perform tasks)
� Self-Organization (no central control)
Eric Bonabeau & Christopher Meyer
“Swarm Intelligence: A Whole New Way to Think about Business”
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Self Organization
“Self-organization refers to exactly what is suggested:
systems that appear to organize themselves without
external direction, manipulation, or control.”
Tom De Wolf and Tom Holvoet,
“Emergence Versus Self-organization: Different Concepts but Promising When
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“Emergence Versus Self-organization: Different Concepts but Promising When
Combined”
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Swarming Exercise
� Francis Galton’s Ox
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Applying Swarming to Development Teams
� Is swarming Agile?
� Conditions for Swarming
� How agilists got it – a critique
� Tools for Swarming
� Conventional Notions of Swarming
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� Conventional Notions of Swarming
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Is Swarming Agile?
From the Principles of the Agile Manifesto:
� “The best architectures, requirements, and designs emerge from self-organizing teams.”
� “At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.”
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its behavior accordingly.”
� “Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.”
� “The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.”
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Conditions for Swarming
� Employees maintain their ability to explore new
opportunities while exploiting existing ones;
� Enable a person with an idea to recruit others;
� Allow, but not force, people to be recruited, even
when they are working in a core business;
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when they are working in a core business;
� Let the system self-select the best ideas; and
� Support the winning ideas with sufficient resources
Eric Bonabeau & Christopher Meyer
“Swarm Intelligence: A Whole New Way to Think about Business”
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Examples of Swarming Teams
� Alcoholics Anonymous
� Open Source
� Open Spaces
� The Apache
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� The Apache
� Wikipedia
The 4 Principles of Open Space
1.Whoever comes is the right
people.
2. Whenever it starts is the right
time.
3.Whatever happens is the only
thing that could have.
4.When it’s over, it’s over.
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How Agilists Got it Right
� Lightweight, simple rules
� Encouraging high bandwidth communication
� Face to face communication
� Building in support for emergence
� Fostering the ability to change frequently
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Fostering the ability to change frequently
� Fostering the interchange of new ideas
� Create a place to keep and prioritize new ideas – the
backlog
� Decentralized, self-organizing teams
� Now I get it!
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How Agilists Got it Wrong
� Too constrained by the product owner
� Prevents teams from working on what they are interested in
� No substantive guidance regarding building self-organizing teams
� You’re agile now! Go self-organize! Now what?
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� You’re agile now! Go self-organize! Now what?
� Focus on business needs at the expense of innovation
� Scrum attempts to constrain the innovation to only that of interest to the PO. Be creative, but only inside this box…
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Team Swarming Exercise
� Dynamic Triangle Exercise
You A: Friend B: Enemy
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You A: Friend B: Enemy
B: EnemyA: Friend
You
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Tools for Swarming: The Working Agreement
� Shared team values
� List of rules the team agrees
to work by
� Supports negative feedback
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Tools for Swarming: The Retrospective
� An opportunity to review and revise the working
agreement
� A chance to put new rules in place
� A means of filtering out the rules that are “Losers”
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Conventional Notions of Swarming are Wrong
� Swarming is a fire drill
� Swarming means an absence of rules or processes
� Swarming is an exception to normal activity
� Swarming is equally useful in all environments
� Swarming means everybody works on the same thing at � Swarming means everybody works on the same thing at
once
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Critical Factors for Swarming
� The Four Bases of Self Organization
� Fundamental Swarming Rules
� Critical Factors for swarm Intelligence
� Three Kinds of Problems
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The four bases of self-organization
� positive feedback (amplification)
� negative feedback (for counter-balance and
stabilization)
� amplification of fluctuations (randomness, errors,
random walks)
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� multiple Interactions
Thiemo Krink, Swarm Intelligence - Introduction
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Fundamental Swarming Rules
� Employees maintain their ability to explore new
opportunities while exploiting existing ones;
� Enable a person with an idea to recruit others;
� Allow, but not force, people to be recruited, even
when they are working in a core business;
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when they are working in a core business;
� Let the system self-select the best ideas; and
� Support the winning ideas with sufficient resources
Eric Bonabeau & Christopher Meyer
“Swarm Intelligence: A Whole New Way to Think about Business”
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Critical Factors for Swarm Intelligence*
� Diversity
� Independence
� Decentralization
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*James Suroweicki, The Wisdom of Crowds
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Swarm Intelligence
There are three kinds of problems that Swarm
Intelligence addresses:
� Cognition (logical problems that can be solved)
� Coordination (require members of a group to coordinate
their behavior)
� Cooperation (getting self-interested, distrustful, people
to work together)
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James Surowiecki, The Wisdom of Crowds
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Sharing Values Exercise
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Conclusions
� Self-Organizing Teams are Driven…
� Winners and Losers…
� Swarming at Authorize.net
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Self Organizing Teams are Driven…
� Self-organizing teams depend on a participants ability
to discover an attractive subject that they are
passionate about. Something they are so passionate
about that they want to share it with others.
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Winners and Losers…
“…what makes a system successful is its ability to
generate lots of losers and then to recognize them as
such and kill them off.”
-James Surowiecki, 2004, p. 29
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Winners and Losers…
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Swarming at Authorize.net
The Innovation Bazaar
1. Advertise ideas on a regular schedule
2. Actively recruit team members
a) Seek membership outside developmenta) Seek membership outside development
3. Celebrate Success
4. Use a rating System for Ideas
5. Monthly “Summit of the Bazaar”
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Exercise: Make up your own rules
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Resources
� The Wisdom of Crowds – James Suroweicki� Emergence – Steven Johnson� Micromotives and Macro Behavior – Thomas Schelling
� The Starfish and the Spider: The Unstoppable Power of Leaderless Organizations – OriPower of Leaderless Organizations – OriBrafman and Rod Beckstrom
� Swarm Creativity – Peter Gloor� Swarm Intelligence: A Whole New Way to Think about Business – Eric Bonabeau and Christopher Meyer
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Online Resourceshttp://www.bioteams.com/
http://www.systems-thinking.org/
http://www.calresco.org/themes.htm#pap
http://www.cenizal.com/?p=14
http://grant.robinson.name/projects/cellularAutomata/
http://ngm.nationalgeographic.com/ngm/0707/feature5/index.html
http://en.wikipedia.org/wiki/Swarm
http://www.jimhighsmith.com/pubs.html
http://www.mgtaylor.com/mgtaylor/jotm/spring97/flock.htm
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http://www.openspaceworld.org/
http://mitpress.mit.edu/books/FLAOH/cbnhtml/slides.html
http://www.red3d.com/cwr/boids/
http://courses.washington.edu/gis203/index.html
http://developer.mugshot.org/wiki/Swarm_Effect
http://www.swarmcreativity.net/
http://www.ickn.org/
http://pespmc1.vub.ac.be/COMSELLI.html
http://www.sce.carleton.ca/netmanage/tony/swarm.html
http://www.nytimes.com/2007/11/13/science/13traff.html
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Q&A
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