1. MIS40850 Comparative Software Engineering Process Frameworks - Part 11 - www.ucd.ie/research/people/business/mrallenhiggins/

2. CREATIVITY? Define

3. Soul of our own workplaces General aspects of high-tech production Teams and interaction Innovation, management and leadership Engineering culture and work practices

4. Credit: Cray Inc. (http://www.craysupercomputers.com/)

5. The only thing that matters in software is the experience of the user! Inside IDEO Part 1

6. “It’s impossible that the boss is going to be the one who has had the insightful experience!” Inside IDEO Part 2

7. “Trying stuff and asking forgiveness instead of asking permission” “Fail often in order to succeed sooner.” Inside IDEO Part 3

8. Creativity “the process of becoming sensitive to problems, deficiencies, gaps in knowledge, missing elements, disharmonies, and so on; identifying the difficulty; searching for solutions, making guesses, or formulating hypotheses about the deficiencies; testing and retesting these hypotheses and possibly modifying and retestingthem; and finally communicating the results.” (Torrance, 1965)

9. Creativity “recombination of existing ideas” (Hargadon and Bechky, 2006) p485

10. Creativity The product, a movie, “contains literally tens of thousands of ideas. … Creativity must be present at every level of every artistic and technical part of the organization.” (Catmull 2008) p66

11. Brainstorming Quiet time Focus Suspend judgment Build on ideas Personal safety Serial discussion Source: HMM Managing for Creativity and Innovation (2003) &

12. Managing creativity Self-evaluation exercise

13. The Weird Rules of Creativity Exercise

14. Seek out and be attentive to people who will evaluate and endorse the work Seek out ways to avoid, distract, and bore customers, critics, and anyone who just wants to talk about money Think of some sound or practical things to do, and plan to do them Think of some ridiculous or impractical things to do, and plan to do them Reward success; punish failure and inaction Reward failure and success; punish inaction

15. Bring happy people together and make sure they get along Bring happy people together and get them to fight Promote “fast learners” (of the organizational code) Promote “slow learners” (of the organizational code) Hire people who make you feel comfortable, whom you like Hire people who make you uncomfortable, even those you dislike

16. Take your past experiences and replicate them Take your past experiences and forget them Use job interviews to screen candidates and, especially, to recruit new employees Use job interviews to get new ideas, not to screen candidates Hire people you (probably) do need Hire people you (probably) don’t need

17. Do something that will probably succeed, then convince yourself and everyone else that success is certain Do something that will probably fail, then convince yourself and everyone else that success is certain Ignore people who have never solved the exact problem you face Ignore people who have solved people the exact problem you face Encourage people to pay attention to and obey their bosses and peers Encourage people to ignore and defy their bosses and peers

18. Optimize to produce something completely new. Optimize to reproduce an existing…

19. D ECIDE TO DO SOMETHING THAT WILL PROBABLY … S EEK OUT …… T HINK OF SOME … R EWARD … F IND SOME HAPPY PEOPLE … Hire … U SE JOB INTERVIEWS … Take your past experiences … D ECIDE TO DO SOMETHING THAT WILL PROBABLY … I GNORE PEOPLE … E NCOURAGE PEOPLE …

20. Provoking Creativity Place bets on ideas without heeding projected ROI. Radical innovation implies ignoring what worked before. Take happy people and goad them into disagreement. Reward action, success AND failure. Have people who don’t fit in. Disagreements are necessary. Use new employees to bring in NEW ideas. Generate and use NEW ideas.

21. Creativity Ethos Q: Are these recommendations irresponsible? Q: Is a creative culture doomed to self- destruction? Q: Can a creative development culture coexist with general production? SUTTON, R. I. 2001. The Weird Rules of Creativity. Harvard Business Review, 79, 10.

22. COURSE REVIEW Assumptions, concepts, theories, structures, process & practices

23. Managing Design and Development Outcomes: This module presented the key concerns of digital design and development, its management, from sequential approaches and frameworks through to agile and lean methods. We studied how lifecycles and methodologies balance the tension between contrasting demands for orderly or responsive production. We should now be able to respond to questions like: What are the distinctive characteristics of software and high-tech production? What activities are essential for developing software products? What principles underlie both staged and agile development? What management problems do software engineering methods induce? What are the distinctive features of these different approaches: CMMI, RUP, XP, Scrum, Lean? How does the process of design, development, delivery, deployment occur in practice? How might the management of software development impact the potential for business innovation through ICT? If creativity is a necessary input to digital production; how does it occur; how might it be managed (if at all)?

24. Design and Development Matters! Tech systems have become more complex and therefore more difficult to manage. Project planning and governance is particularly challenging when the subject matter is highly virtualised and intangible. IT systems become organisationally systemic even as system knowledge and skills become more specialised and rare. (Avison et al., 2006).

25. The challenges… Speed, Quality, Competition, Value, Complexity & Simplicity Scale/Size of Technology Scale/Size/Mode of Delivery Digital Economy Virtual objects Technological Interdependence Scale of Teams Coordination Communication Discovery/Design Handling Creativity

26. Economics of High Tech Projects

27. Challenges of High Tech Production

28. SDLC Conceptual Stages

29. Life Cycles, Frameworks, and Agility

32. Requirements and Analysis Evaluation and Sourcing Test and Delivery Maintenance and Use

33. Life Cycle as a Matter of Perspective Adapted from (Racoon, 1995)

34. Creativity and Teams An individual’s cognitive process A broader movement of innovation, adoption and diffusion Supra-individual creativity (in teams) “recombination of existing ideas” Producing a novel solution or address a problem Help seeking Help giving Reflective reframing Reinforcing Brainstorming – Loose/tight Focus – Suspend judgment – Build on ideas – Personal safety – Serial discussion

35. structure “as a developer interacting within a management dynamic…” “as a business person participating within a development dynamic…” practices processes Basic Theories Systems Thinking Digital/Material Aspects Economics SDLC (Requirements, Evaluation, Implementation, Maintenance) Project Management (Quality, Cost, Time, Scope) Life Cycles Organisations & Knowledge Creativity Methodologies, Frameworks Waterfall Spiral ISO QMS CMMi RUP XP (Agile) SCRUM (Agile) Practices, Techniques Systems analysis Research methods Team organisation Task estimation Brainstorming, creativity & design management Design sketching and mock- ups Project reviews Hiring/rewarding Requirements

36. System Requirements System Presentation System Design Estimates & Schedule Program Design Unit Testing System Testing Training Hardware, Service, Supplies Management Liaison Hiring, Firing, Overtime Benefits Customer Liaison Release Management Designing Use - Consumption Developing – Production Dynamics of Delivery User Interaction Design Human Computer Interface Pricing Sales Marketing Tool and infrastructure dev. Refactoring Performance Improvement ☞ you

37. Take a moment to…

39. GOOD LUCK The last slide