Module Human Side by Gerrit Muller HBV-NISE e-mail: [email protected] www.gaudisite.nl

Abstract The module Human Side addresses the psycho-social aspects of systems architecting.

Distribution This article or presentation is written as part of the Gaudí project. The Gaudí project philosophy is to improve by obtaining frequent feedback. Frequent feedback is pursued by an open creation process. This document is published as intermediate or nearly mature version to get feedback. Further distribution is allowed as long as the document remains complete and unchanged.

June 23, 2016 status: preliminary draft version: 1.6

The Human Side of Systems Architecting by Gerrit Muller Buskerud University College e-mail: [email protected] www.gaudisite.nl

Abstract Systems architects interact quite often with many humans, and create products that must satisfy human needs. Insight in human aspects is crucial. However, human aspects span a very broad field, the human sciences, that differs quite significantly from the technical background of most architects.

Individual

Distribution This article or presentation is written as part of the Gaudí project. The Gaudí project philosophy is to improve by obtaining frequent feedback. Frequent feedback is pursued by an open creation process. This document is published as intermediate or nearly mature version to get feedback. Further distribution is allowed as long as the document remains complete and unchanged.

Homogeneous Culture

June 23, 2016 status: draft version: 1.0

Heterogeneous Culture

Bilateral

Group

Networks

Overview of Human Aspects

cultural diversity

heterogeneous cultures

individual bilateral

homogeneous culture

group

networked groups

number of involved humans

psychology psychiatry physiology

networked society

group dynamics pedagogy

ergonomics

cultural anthropology

didactics

political science sociology

medicine The Human Side of Systems Architecting 3 Gerrit Muller

version: 1.0

June 23, 2016 TSAHSaspectsOverviewDiagram

criminology

Context and Stakeholders of Product Creation

Competitors

user user

Customer Business customer

service production

people

Product Creation

technology sales internal company world

Complementors Suppliers

The Human Side of Systems Architecting 4 Gerrit Muller

Suppliers

version: 1.0

June 23, 2016 StakeholderWorldView

Human Measure and Information Technology

A working group, consisting of • Dieter Hammer (Technical University Eindhoven), • Jaap van Rees (Van Rees adviesbureau), • Jeroen van Hoven (Erasmus University Rotterdam), • Kees van Overveld (Philips Research/TUE), • Daan Rijsenbrij (Cap Gemini), • Nathalie Masseus (Cap Gemini), • and Gerrit Muller (Philips Research) wants to increase the awareness in the ICT-architecture community of the human aspects.

The Human Side of Systems Architecting 5 Gerrit Muller

version: 1.0 June 23, 2016

Human Side: Interpersonal Skills by Gerrit Muller Buskerud University College e-mail: [email protected] www.gaudisite.nl

Abstract We discuss in this paper a set of skills and techniques to cooperate effectively between two individuals. We show the wonders of communication and then we address techniques such as investigation and acknowledgement, constructive feedback, conflict management, appraisal, good practices in a conversation, searching for ideas.

idea to be expressed

Distribution This article or presentation is written as part of the Gaudí project. The Gaudí project philosophy is to improve by obtaining frequent feedback. Frequent feedback is pursued by an open creation process. This document is published as intermediate or nearly mature version to get feedback. Further distribution is allowed as long as the document remains complete and unchanged.

own interpretation of idea

encoding based on

June 23, 2016 status: draft version: 0.1

emotional state relation with the other the objective the situation age, status education cultural background

bal nonver message

verbal message

decoding based on emotional state relation with the other the objective the situation age, status education cultural background

from: "Listening and communicating" by Lia Charité, www.liacharite.nl

Active listening:

the art of the receiver to decode the message

idea to be expressed

own interpretation of idea

encoding based on emotional state relation with the other the objective the situation age, status education cultural background

decoding based on

b al r e v n o n e messag

emotional state relation with the other the objective the situation age, status education cultural background

verbal e messag

from: "Listening and communicating" by Lia Charité, www.liacharite.nl

Human Side: Interpersonal Skills 7 Gerrit Muller

version: 0.1

June 23, 2016 CVCbilateralCommunication

Intense interaction needed for mutual understanding

to calibrate: repeat many times with different examples, illustrations, and explanations B's context language B's incentives

-

A's context language A's incentives

idea1 idea2'

-

idea2"

encoder decoder

encoder decoder

idea1"

person A Human Side: Interpersonal Skills 8 Gerrit Muller

idea1' idea2

person B version: 0.1

June 23, 2016 CVCcodingCalibration

level of mutual understanding

Mutual understanding as function of time

time no interaction intense interaction

Human Side: Interpersonal Skills 9 Gerrit Muller

intense interaction

version: 0.1

June 23, 2016 CVCunderstandingInTime

The material for interpersonal skills is based on a set of techniques from a course "Interpersonal Management Skills" by Hay Management Consultants in 1998 Human Side: Interpersonal Skills 10 Gerrit Muller

version: 0.1

June 23, 2016 HSISacknowledgements

Investigate and Acknowledge material $$

effort $$

o o t s i s i "Th e" v i s n e p x e investigate: What has been said and why? acknowledge: Paraphrase what has been said and why? i.e. use your own words Human Side: Interpersonal Skills 11 Gerrit Muller

When a decision will be taken or an action will be started on the basis of exchanged information, opinions or suggestions or when the first reaction is to reject, ignore or contradict what you just heard. version: 0.1

June 23, 2016 HSISinvestigate

Constructive Feedback

How + Indicate the strong points to be kept + Indicate the points to be improved + Search for solutions which build upon the strong points and improve the weak points

When You want to facilitate someone to improve his/her performance

Human Side: Interpersonal Skills 12 Gerrit Muller

version: 0.1 June 23, 2016 HSISfeedback

Conflict Management option A $$

option B elegance

When in case of conflict

How? define the positions: * indicate what is important for you and why * investigate and acknowledge what is important for the other and why If you are willing and able to consider alternatives:

Search for alternative solutions

Human Side: Interpersonal Skills 13 Gerrit Muller

IF

If you are not willing and able to consider alternatives, or no acceptable solution for both parties can be found: Finish the conversation: * acknowledge the right to have a different opinion * indicate your decision and why version: 0.1

June 23, 2016 HSISconflictManagement

Appraisal When Someone’s performance is important for you * exceeding the expectations * meets expectations continuously * meets expectations, which exceed the normal performance level of this person Appraise only when authentic! How + Mention the performance very specific. + Mention the personal qualities which lead to this performance. + Describe which advantages arise for you, the department or the organization. Human Side: Interpersonal Skills 14 Gerrit Muller

version: 0.1 June 23, 2016 HSISappraisal

Conversation Good Practices

When you open a conversation formulate the purpose

When you finish the conversation summarize the agreements and the actionplan

Human Side: Interpersonal Skills 15 Gerrit Muller

version: 0.1

June 23, 2016 HSISconversation

Searching for Ideas

When asking for a suggestion

give a reaction

When supplying a suggestion

ask for a reaction

When you use or build

mention the source of the

upon ideas of others When you need new or more creative ideas

Human Side: Interpersonal Skills 16 Gerrit Muller

ideas remove limitations temporarily or add limitations

version: 0.1

June 23, 2016 HSISsearchingForIdeas

Human Side: Team Work by Gerrit Muller Buskerud University College e-mail: [email protected] www.gaudisite.nl

Abstract The creation of products requires many different people to cooperate. The work is often organized in teams. The team members have complimentary skills and knowledge. In many management courses the need to design teams is emphasized. Unfortunately, often these recommendations are ignored. We re-iterate in this paper the rationale for teams and the recommendations for designing the team itself.

Distribution This article or presentation is written as part of the Gaudí project. The Gaudí project philosophy is to improve by obtaining frequent feedback. Frequent feedback is pursued by an open creation process. This document is published as intermediate or nearly mature version to get feedback. Further distribution is allowed as long as the document remains complete and unchanged.

June 23, 2016 status: draft version: 0.2

deaf cannot hear

blind cannot see

mute cannot speak

but in the team two can hear, two can see, and two can speak

Teams consist of complementary people

deaf cannot hear

blind cannot see

mute cannot speak

but in the team two can hear, two can see, and two can speak Human Side: Team Work 18 Gerrit Muller

version: 0.2

June 23, 2016 HSTWthreeApes

Organization size and teams

1

2 4

8 16

32

64

128

256

512

room floor building campus

Human Side: Team Work 19 Gerrit Muller

version: 0.2

June 23, 2016 BLOATorganization

Very simplistic team model

legend productive work communication

1-person team eff = 100%

Human Side: Team Work 20 Gerrit Muller

2-person team eff = 75%

3-person team eff = 50%

version: 0.2

June 23, 2016 HSTWsimpleTeamModel

4-person team eff = 25%

Hierarchical simplistic team model legend productive work communication

2-person team eff = 75%

Human Side: Team Work 21 Gerrit Muller

3-person team eff = 66%

4-person team eff = 62.5%

version: 0.2

June 23, 2016 HSTWhierarchicalModel

9-person team eff ~= 56%

Many personality and role models are available neutral facts

feeling instinctive

negative flaws

positive benefits

creative ideas

process meta

E Extraversion S Sensing

iNtuition N

T Thinking

Feeling F

J Judging

Perceiving P

Six thinking hats by Edward de Bono

Myers-Briggs Type Indicators

plant creative

team worker co-operative, averts friction

implementer disciplined, conservative, do-er

resource investigator enthusiatic communicator

shaper driver, dynamic

completer finisher conscientious, painstaking

co-ordinator mature, chairman

monitor evaluator sober, analytical

specialist single-minded, rare skills Belbin's team roles

Human Side: Team Work 22 Gerrit Muller

Introversion I

version: 0.2 June 23, 2016 HSTWroles

Process of creating and using a team team owner to be respected by receivers

determines charter

well-defined charter output

What, When, Where, How, Whom with sufficient room for the team to determine the way-of-working

Human Side: Team Work 23 Gerrit Muller

team

version: 0.2 June 23, 2016 HSTWcharter

“War Room” is very effective

Human Side: Team Work 24 Gerrit Muller

version: 0.2

June 23, 2016 HSTWwarRoom

desk

desk

wall space

desk

cabinets

tables

cabinets

wall space

table

desk

windows

desk

windows

Concurrency and Fragmentation lower efficiency How many (semi-)concurrent tasks can a person handle? Working in burst-mode (concentrating on one task for one day, week or month) can increase efficiency.

or

time

six tasks in parallel: all results are late Human Side: Team Work 25 Gerrit Muller

six tasks sequential first result in 1/6 of time! version: 0.2

June 23, 2016 HSTWfragmentationAndConcurrency

One person will be member of multiple teams

design team product A

roadmapping team

Image quality team

process improvement team

subsystem team format compliance team

It is quite normal to participate in many teams simultaneously. However, a team can only function if the members are sufficiently available!

Human Side: Team Work 26 Gerrit Muller

version: 0.2

June 23, 2016 HSTWmultipleTeams

Critical Success Factors for teams

well defined charter clear owner of the result respect for the output of the team freedom of way-of-working housing and location availability of team members complementary roles diversity, pluriformity Human Side: Team Work 27 Gerrit Muller

version: 0.2

June 23, 2016 HSTWcriticalSuccessFactors

Function Profiles; The Sheep with Seven Legs by Gerrit Muller Buskerud University College e-mail: [email protected] www.gaudisite.nl

Abstract The profile of a system architect is quantified for a large list of system architect related characteristics. For comparison the function profiles of related functions are given as well. This profile is based on personal observations and experience.

9

This article or presentation is written as part of the Gaudí project. The Gaudí project philosophy is to improve by obtaining frequent feedback. Frequent feedback is pursued by an open creation process. This document is published as intermediate or nearly mature version to get feedback. Further distribution is allowed as long as the document remains complete and unchanged.

June 23, 2016 status: concept version: 1.0

8

7

7

6

6

5

5

4 3 2 1

communication teamwork documentation multitasking flexible, open authority by expertise specialist generalist conceptual pragmatic constructive critical fast absorption of knowledge creativity manual skills process insight political insight improvement completeness schedule monitor progress initial cost decision making customer value sales features commercial insight coaching selection appraisal motivation

Distribution

9

8

4 3 2 1

4

3

2

1

communication teamwork documentation multitasking flexible, open authority by expertise specialist generalist conceptual pragmatic constructive critical fast absorption of knowledge creativity manual skills process insight political insight improvement completeness schedule monitor progress initial cost decision making customer value sales features commercial insight coaching selection appraisal motivation

System Architect 9 9

8 8

7 7

6 6

5 5

Function Profiles; The Sheep with Seven Legs 29 Gerrit Muller June 23, 2016 FPsystemArchitect

version: 1.0

4

3

2

1

9 9

8 8

7 7

6 6

5 5

4

3

2

1

communication teamwork documentation multitasking flexible, open authority by expertise specialist generalist conceptual pragmatic constructive critical fast absorption of knowledge creativity manual skills process insight political insight improvement completeness schedule monitor progress initial cost decision making customer value sales features commercial insight coaching selection appraisal motivation

Test Engineer

Function Profiles; The Sheep with Seven Legs 30 Gerrit Muller version: 1.0

June 23, 2016 FPtestEngineer

4

3

2

1

9 9

8 8

7 7

6 6

5 5

4

3

2

1

communication teamwork documentation multitasking flexible, open authority by expertise specialist generalist conceptual pragmatic constructive critical fast absorption of knowledge creativity manual skills process insight political insight improvement completeness schedule monitor progress initial cost decision making customer value sales features commercial insight coaching selection appraisal motivation

Developer

Function Profiles; The Sheep with Seven Legs 31 Gerrit Muller version: 1.0

June 23, 2016 FPdeveloper

4

3

2

1

9 9

8 8

7 7

6 6

5

4

3

2

1

communication teamwork documentation multitasking flexible, open authority by expertise specialist generalist conceptual pragmatic constructive critical fast absorption of knowledge creativity manual skills process insight political insight improvement completeness schedule monitor progress initial cost decision making customer value sales features commercial insight coaching selection appraisal motivation

Operational Leader

Function Profiles; The Sheep with Seven Legs 32 Gerrit Muller June 23, 2016 FPoperationalLeader

version: 1.0

5

4

3

2

1

3

2

1

6

5

4

Function Profiles; The Sheep with Seven Legs 33 Gerrit Muller

manual skills process insight political insight improvement completeness schedule monitor progress initial cost decision making customer value sales features commercial insight coaching selection appraisal motivation

7

fast absorption of knowledge

8

creativity

communication teamwork documentation multitasking flexible, open authority by expertise specialist generalist conceptual pragmatic constructive critical

Line Manager 9 9 8

7

6

5

version: 1.0

June 23, 2016 FPlineManager

4

3

2

1

4

3

2

1

communication teamwork documentation multitasking flexible, open authority by expertise specialist generalist conceptual pragmatic constructive critical fast absorption of knowledge creativity manual skills process insight political insight improvement completeness schedule monitor progress initial cost decision making customer value sales features commercial insight coaching selection appraisal motivation

Commercial Manager 9 9

8 8

7 7

6 6

5 5

Function Profiles; The Sheep with Seven Legs 34 Gerrit Muller June 23, 2016 FPcommercialManager

version: 1.0

4

3

2

1

communication teamwork documentation multitasking flexible, open authority by expertise specialist generalist conceptual pragmatic constructive critical fast absorption of knowledge creativity manual skills process insight politicsal insight improvement completeness schedule monitor progress initial cost decision making customer value sales features commercial insight coaching selection appraisal motivation

The numbers behind the bars

systems architect

9 8 9 9 9 9 3 9 9 7 9 9 8 3 7 7 5 3 5 2 5 8 8 4 4 6 5 3 7

test engineer

5 6 4 4 5 8 4 7 4 9 6 9 4 9 6 4 4 3 4 3 3 3 6 3 2 2 2 2 4

developer

6 8 7 4 6 6 9 3 6 8 6 5 9 7 6 5 4 7 7 6 8 4 5 3 2 2 3 2 2

operational leader

8 8 4 9 5 4 2 6 4 9 5 5 5 3 9 9 5 9 9 9 9 9 7 5 3 5 6 6 8

line manager

6 6 4 4 5 5 7 4 6 5 5 4 4 2 9 6 9 4 4 4 4 4 5 3 3 9 9 9 9

commercial manager

9 8 4 8 8 8 2 5 7 9 5 5 9 2 4 4 4 5 5 2 5 8 9 9 9 4 2 2 8

Function Profiles; The Sheep with Seven Legs 35 Gerrit Muller

version: 1.0

June 23, 2016 FPtableWithValues

Exercise Psycho-Social Side

Make a (critical and honest) profile of yourself and of the operational or the line manager, who thinks he is managing you. Select 2 characteristics which you find difficult to assess or where you expect that other people will have a totally different perception. Discuss these 2 characteristics in the group. Present (max 1 flip) the highlights.

Exercise Psycho-Social Side 36 Gerrit Muller

version: 1.0 June 23, 2016 MHSexercise

communication teamwork documentation multitasking flexible, open authority by expertise specialist generalist conceptual pragmatic constructive critical fast absorption of knowledge creativity manual skills process insight political insight improvement completeness schedule monitor progress initial cost decision making customer value sales features commercial insight coaching selection appraisal motivation

Characteristics

Exercise Psycho-Social Side 37 Gerrit Muller June 23, 2016 FPtableExercise

version: 1.0

Human Side From Individual to Society

The Wonder of Bilateral Communication

cultural diversity

heterogeneous cultures

idea to be expressed

own interpretation of idea

encoding based on individual

group

bilateral

homogeneous culture

networked society

networked groups

b al nonver e messag

verbal e messag

number of involved humans

psychology psychiatry physiology

emotional state relation with the other the objective the situation age, status education cultural background

group dynamics pedagogy

cultural anthropology

didactics

ergonomics

decoding based on emotional state relation with the other the objective the situation age, status education cultural background

political science sociology

criminology from: "Listening and communicating" by Lia Charité, www.liacharite.nl

medicine

Team work

Impact of Size 1

2 4

8 16

32

64

128

256

512

room

deaf cannot hear

blind cannot see

mute cannot speak

floor building

but in the team two can hear, two can see, and two can speak

Summary Module Human Side 38 Gerrit Muller

campus

version: 1.0 June 23, 2016

Teams Design the team!

Role variations neutral facts

feeling instinctive

negative flaws

positive benefits

creative ideas

process meta

E Extraversion

Introversion I

S Sensing

iNtuition N

T Thinking

Feeling F

J Judging

Perceiving P

Six thinking hats by Edward de Bono

team owner to be respected by receivers

determines charter

Myers-Briggs Type Indicators

well-defined charter plant creative

team worker co-operative, averts friction

implementer disciplined, conservative, do-er

resource investigator enthusiatic communicator

shaper driver, dynamic

completer finisher conscientious, painstaking

co-ordinator mature, chairman

monitor evaluator sober, analytical

specialist single-minded, rare skills

output

What, When, Where, How, Whom with sufficient room for the team to determine the way-of-working

team

Belbin's team roles

Focus, avoid fragmentation

Design team environment

How many (semi-)concurrent tasks can a person handle? Working in burst-mode (concentrating on one task for one day, week or month) can increase efficiency.

table

desk

windows

desk

windows

time

Summary Module Human Side 39 Gerrit Muller

desk

desk

wall space

desk

cabinets

tables

cabinets

wall space

or

six tasks in parallel: all results are late

version: 1.0 June 23, 2016

six tasks sequential first result in 1/6 of time!

4

3

2

1

communication teamwork documentation multitasking flexible, open authority by expertise specialist generalist conceptual pragmatic constructive critical fast absorption of knowledge creativity manual skills process insight political insight improvement completeness schedule monitor progress initial cost decision making customer value sales features commercial insight coaching selection appraisal motivation

Function Profiles

Sheep with 7 Legs? 9 9

8 8

7 7

6 6

5 5

intentionally left blank

Summary Module Human Side 40 Gerrit Muller

intentionally left blank

4

3

2

1

intentionally left blank

version: 1.0

June 23, 2016