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+#LyX 1.6.5 created this file. For more info see http://www.lyx.org/
+\lyxformat 345
+\begin_document
+\begin_header
+\textclass beamer
+\begin_preamble
+\usetheme{Warsaw}
+% oder ...
+
+\setbeamercovered{transparent}
+% oder auch nicht
+\end_preamble
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+\language english
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+\font_tt_scale 100
+
+\graphics default
+\paperfontsize default
+\spacing single
+\use_hyperref false
+\papersize default
+\use_geometry true
+\use_amsmath 2
+\use_esint 0
+\cite_engine basic
+\use_bibtopic false
+\paperorientation portrait
+\secnumdepth 2
+\tocdepth 2
+\paragraph_separation indent
+\defskip medskip
+\quotes_language english
+\papercolumns 1
+\papersides 1
+\paperpagestyle default
+\tracking_changes false
+\output_changes false
+\author "" 
+\author "" 
+\end_header
+
+\begin_body
+
+\begin_layout Title
+Demands That Stress Patterns
+\end_layout
+
+\begin_layout Author
+Tobias
+\begin_inset space ~
+\end_inset
+
+Koch and Sven
+\begin_inset space ~
+\end_inset
+
+Eisenhauer
+\end_layout
+
+\begin_layout Institute
+Fachbereich Informatik
+\begin_inset Newline newline
+\end_inset
+
+Hochschule Darmstadt
+\end_layout
+
+\begin_layout Date
+Seminar Systems Thinking, WS2009/2010
+\end_layout
+
+\begin_layout Standard
+\begin_inset ERT
+status collapsed
+
+\begin_layout Plain Layout
+
+%
+\backslash
+pgfdeclareimage[height=0.5cm]{institution-logo}{hdalogo.png}
+\end_layout
+
+\begin_layout Plain Layout
+
+\end_layout
+
+\begin_layout Plain Layout
+
+%
+\backslash
+logo{
+\backslash
+pgfuseimage{institution-logo}}
+\end_layout
+
+\end_inset
+
+
+\end_layout
+
+\begin_layout Standard
+\begin_inset ERT
+status open
+
+\begin_layout Plain Layout
+
+%
+\backslash
+beamerdefaultoverlayspecification{<+->}
+\end_layout
+
+\end_inset
+
+
+\end_layout
+
+\begin_layout BeginFrame
+Contents
+\end_layout
+
+\begin_layout Standard
+\begin_inset CommandInset toc
+LatexCommand tableofcontents
+
+\end_inset
+
+
+\end_layout
+
+\begin_layout Section
+Why It's Always Hard To Steer
+\end_layout
+
+\begin_layout Subsection
+Terminology
+\end_layout
+
+\begin_layout BeginFrame
+Terminology
+\end_layout
+
+\begin_layout Itemize
+Intervention Dynamic:
+\end_layout
+
+\begin_deeper
+\begin_layout Standard
+
+\size small
+Largely affected by human decisions on how to regulate a process, can serve
+ as a means to control or mitigate the effects of Natural Dynamics.
+\end_layout
+
+\end_deeper
+\begin_layout Itemize
+Natural Dynamic:
+\end_layout
+
+\begin_deeper
+\begin_layout Standard
+
+\size small
+Beyond direct human control, human decisions are largely imposed by the
+ circumstances and cannot alter the 
+\shape italic
+form
+\shape default
+ of the dynamic.
+\end_layout
+
+\end_deeper
+\begin_layout Subsection
+Square Law of Computation
+\end_layout
+
+\begin_layout BeginFrame
+Square Law of Computation
+\end_layout
+
+\begin_layout Definition
+\begin_inset Quotes eld
+\end_inset
+
+Unless some simplification can be made, the amount of computation to solve
+ a set of equations increases at least as fast as the square of the number
+ of equations.
+\begin_inset Quotes erd
+\end_inset
+
+
+\end_layout
+
+\begin_layout Pause
+
+\end_layout
+
+\begin_layout Corollary
+The 
+\begin_inset Quotes eld
+\end_inset
+
+computer
+\begin_inset Quotes erd
+\end_inset
+
+ needed to control a system has to become 4 times more mighty as the system
+ size doubles.
+\end_layout
+
+\begin_layout Pause
+
+\end_layout
+
+\begin_layout Fact
+The Square Law of Computation is a Natural Dynamic.
+\end_layout
+
+\begin_layout BeginFrame
+Square Law of Computation
+\end_layout
+
+\begin_layout Standard
+\begin_inset Graphics
+	filename dynamic-system.png
+	width 80page%
+
+\end_inset
+
+
+\end_layout
+
+\begin_layout BeginFrame
+Example
+\end_layout
+
+\begin_layout Itemize
+Even trained chicken can play perfect tic-tac-toe.
+\end_layout
+
+\begin_deeper
+\begin_layout Standard
+\begin_inset ERT
+status open
+
+\begin_layout Plain Layout
+
+$
+\backslash
+Rightarrow$
+\end_layout
+
+\end_inset
+
+ The complete game tree can be computed in fractions of a second.
+\end_layout
+
+\end_deeper
+\begin_layout Itemize
+Nobody can play perfect chess.
+\end_layout
+
+\begin_deeper
+\begin_layout Standard
+\begin_inset ERT
+status open
+
+\begin_layout Plain Layout
+
+$
+\backslash
+Rightarrow$
+\end_layout
+
+\end_inset
+
+ Although chess is a perfect game with all information given and a fixed
+ board size, not even the largest super-computer can compute the complete
+ game tree in finite time.
+\end_layout
+
+\end_deeper
+\begin_layout BeginFrame
+Game of Control
+\end_layout
+
+\begin_layout Itemize
+Management is similar to a 
+\begin_inset Quotes eld
+\end_inset
+
+game of control
+\begin_inset Quotes erd
+\end_inset
+
+.
+\end_layout
+
+\begin_layout Itemize
+Like chess, management is a very complex game.
+\end_layout
+
+\begin_layout Itemize
+Unlike chess, management is not a perfect game:
+\end_layout
+
+\begin_deeper
+\begin_layout Itemize
+Not all information is available.
+\end_layout
+
+\begin_layout Itemize
+Board size is not 
+\begin_inset Quotes eld
+\end_inset
+
+fixed
+\begin_inset Quotes erd
+\end_inset
+
+.
+\end_layout
+
+\end_deeper
+\begin_layout Subsection
+Size/Complexity Dynamic
+\end_layout
+
+\begin_layout BeginFrame
+Size/Complexity Dynamic
+\end_layout
+
+\begin_layout Fact
+
+\end_layout
+
+\begin_deeper
+\begin_layout Itemize
+Human brain capacity is limited.
+\end_layout
+
+\begin_layout Itemize
+Complexity of a program grows by the square of its size.
+\end_layout
+
+\begin_layout Itemize
+Augmented ambitions after success lead to more complex products.
+\end_layout
+
+\end_deeper
+\begin_layout Corollary
+
+\end_layout
+
+\begin_deeper
+\begin_layout Itemize
+Sooner or later a program will become too big to be handled in its entirety
+ by a human brain.
+\end_layout
+
+\begin_layout Itemize
+Development of complex (software) products need to be 
+\begin_inset Quotes eld
+\end_inset
+
+simplified
+\begin_inset Quotes erd
+\end_inset
+
+ by methological (software) engineering.
+\end_layout
+
+\end_deeper
+\begin_layout EndFrame
+
+\end_layout
+
+\begin_layout BeginFrame
+Size/Complexity Dynamic
+\end_layout
+
+\begin_layout Standard
+\begin_inset Graphics
+	filename complexity-engineering.png
+	width 80page%
+
+\end_inset
+
+
+\end_layout
+
+\begin_layout BeginFrame
+Variations
+\end_layout
+
+\begin_layout Itemize
+Fault/Location Dynamic:
+\end_layout
+
+\begin_deeper
+\begin_layout Standard
+As the system grows, the number of errors 
+\shape italic
+and
+\shape default
+ the number of places to 
+\shape italic
+look
+\shape default
+ for errors increase, which makes bug-squashing a non-linear effort.
+\end_layout
+
+\end_deeper
+\begin_layout Pause
+
+\end_layout
+
+\begin_layout Itemize
+Human Interaction Dynamic:
+\end_layout
+
+\begin_deeper
+\begin_layout Standard
+As the number of people (staff) increases, also the interactions per person
+ increase and the number of total interactions (in a team) grow immensely.
+ 
+\end_layout
+
+\end_deeper
+\begin_layout Section
+What Helps To Stay In Control
+\end_layout
+
+\begin_layout Subsection
+Methods
+\end_layout
+
+\begin_layout BeginFrame
+Fundamental Problem
+\end_layout
+
+\begin_layout Standard
+
+\shape italic
+Ambitious requirements can easily outstrip even the brightest developer's
+ mental capacity.
+\end_layout
+
+\begin_layout BeginFrame
+The Right Tool for the Job
+\end_layout
+
+\begin_layout Itemize
+To battle the Natural Dynamics of large projects, the right methods of human
+ intervention have to be applied.
+\end_layout
+
+\begin_layout Itemize
+The right choice of technologies, working styles, methodologies, ...
+ may depend on the nature and complexity of the problem at hand.
+\end_layout
+
+\begin_layout BeginFrame
+Compositing Engineering Methods
+\end_layout
+
+\begin_layout Itemize
+Because different methods may excel at different problems or problem sizes
+ some organizations try to combine methods.
+\end_layout
+
+\begin_layout Itemize
+Pattern 3 (Steering) managers will readily use a toolkit of engineering
+ methods.
+ 
+\end_layout
+
+\begin_layout Itemize
+Managers in a 
+\begin_inset Quotes eld
+\end_inset
+
+blaming environment
+\begin_inset Quotes erd
+\end_inset
+
+ will rather stick to one 
+\begin_inset Quotes eld
+\end_inset
+
+standard
+\begin_inset Quotes erd
+\end_inset
+
+ way of doing things, so they cannot be blamed for making the wrong choice.
+ 
+\end_layout
+
+\begin_layout Subsection
+Challenges
+\end_layout
+
+\begin_layout BeginFrame
+Taking Risk into Consideration
+\end_layout
+
+\begin_layout Itemize
+Different methods will have different risk levels, meaning the probability
+ of success will differ depending on problem size.
+\end_layout
+
+\begin_layout Itemize
+Important: The risk rate doesn't say anything about the cost.
+\end_layout
+
+\begin_layout Itemize
+Human beings learn: the success rate of a method will increase, when applied
+ multiple times.
+ 
+\end_layout
+
+\begin_layout BeginFrame
+The Threat of Change
+\end_layout
+
+\begin_layout Itemize
+Managers may choose not to implement new methodologies in order to not jeopardiz
+e their careers.
+\end_layout
+
+\begin_layout Itemize
+Solutions:
+\end_layout
+
+\begin_deeper
+\begin_layout Itemize
+Move decisions to a higher management level (evasive action).
+\end_layout
+
+\begin_layout Itemize
+Run a pilot project at minimal size.
+\end_layout
+
+\begin_layout Itemize
+Try to reduce the criticality of the very first project.
+\end_layout
+
+\end_deeper
+\begin_layout Subsection
+Helpful Interactions
+\end_layout
+
+\begin_layout BeginFrame
+Helpful Interactions
+\end_layout
+
+\begin_layout Standard
+\align center
+
+\series bold
+1.
+ Being Systematic
+\end_layout
+
+\begin_layout Itemize
+Tackle variability by bringing all the dynamics that are part of the engineering
+ process under control one by one.
+\end_layout
+
+\begin_layout Pause
+
+\end_layout
+
+\begin_layout Standard
+\align center
+
+\series bold
+2.
+ Being Tolerant
+\end_layout
+
+\begin_layout Itemize
+Realize that different people develop
+\emph on
+ 
+\shape italic
+\emph default
+different models
+\shape default
+ to measure and control a situation, leading to potentially very different
+ results.
+\end_layout
+
+\begin_deeper
+\begin_layout Standard
+\begin_inset ERT
+status open
+
+\begin_layout Plain Layout
+
+$
+\backslash
+Rightarrow$
+\end_layout
+
+\end_inset
+
+ 
+\begin_inset Quotes eld
+\end_inset
+
+No matter how it looks, everybody is trying to be helpful.
+\begin_inset Quotes erd
+\end_inset
+
+
+\end_layout
+
+\end_deeper
+\begin_layout BeginFrame
+Helpful Interactions
+\end_layout
+
+\begin_layout Standard
+\align center
+
+\series bold
+3.
+ Being Constructive
+\end_layout
+
+\begin_layout Itemize
+It's hard to erase existing ineffective behavioral patterns.
+\end_layout
+
+\begin_deeper
+\begin_layout Standard
+\begin_inset ERT
+status open
+
+\begin_layout Plain Layout
+
+$
+\backslash
+Rightarrow$
+\end_layout
+
+\end_inset
+
+ Try not to erase them, but instead add new patterns that are more effective,
+ ultimately overlaying the original patterns.
+\end_layout
+
+\end_deeper
+\begin_layout Pause
+
+\end_layout
+
+\begin_layout Standard
+\align center
+
+\series bold
+4.
+ Being Open-Minded
+\end_layout
+
+\begin_layout Itemize
+It's hard to change someone's perception of reality.
+\end_layout
+
+\begin_deeper
+\begin_layout Standard
+\begin_inset ERT
+status open
+
+\begin_layout Plain Layout
+
+$
+\backslash
+Rightarrow$
+\end_layout
+
+\end_inset
+
+ Propagate adoption of new models of thinking to open people's eyes.
+ 
+\end_layout
+
+\end_deeper
+\begin_layout Section
+Responses To Customer Demands
+\end_layout
+
+\begin_layout BeginFrame
+Outside Influence
+\end_layout
+
+\begin_layout Fact
+Outside influence contributes to the instability of a software development
+ process
+\end_layout
+
+\begin_layout BeginFrame
+More Customers Increase Development Load
+\end_layout
+
+\begin_layout Block
+\begin_inset ERT
+status collapsed
+
+\begin_layout Plain Layout
+
+{}
+\end_layout
+
+\end_inset
+
+
+\end_layout
+
+\begin_deeper
+\begin_layout Itemize
+Greater number of requirements ==> more conflicting requirements
+\end_layout
+
+\begin_layout Itemize
+Greater system complexity
+\end_layout
+
+\begin_layout Itemize
+More labor to deal with conlicting requirements
+\end_layout
+
+\begin_layout Itemize
+Labor to deal with customers
+\end_layout
+
+\end_deeper
+\begin_layout Corollary
+Nonlinear Size/Complexity Dynamic that can lead to the collpase of a cultural
+ pattern
+\end_layout
+
+\begin_layout BeginFrame
+Two-Way-Relationship
+\end_layout
+
+\begin_layout FrameSubtitle
+Between Software Organization and Customer
+\end_layout
+
+\begin_layout Block
+\begin_inset ERT
+status collapsed
+
+\begin_layout Plain Layout
+
+{
+\end_layout
+
+\end_inset
+
+From Software Organization To Customer
+\begin_inset ERT
+status collapsed
+
+\begin_layout Plain Layout
+
+}
+\end_layout
+
+\end_inset
+
+
+\end_layout
+
+\begin_deeper
+\begin_layout Itemize
+Software
+\end_layout
+
+\end_deeper
+\begin_layout Separator
+
+\end_layout
+
+\begin_layout Block
+\begin_inset ERT
+status collapsed
+
+\begin_layout Plain Layout
+
+{
+\end_layout
+
+\end_inset
+
+From Customer To Software Organization
+\begin_inset ERT
+status collapsed
+
+\begin_layout Plain Layout
+
+}
+\end_layout
+
+\end_inset
+
+
+\end_layout
+
+\begin_deeper
+\begin_layout Itemize
+Resources
+\end_layout
+
+\begin_layout Itemize
+Requirements
+\end_layout
+
+\end_deeper
+\begin_layout Separator
+
+\end_layout
+
+\begin_layout Corollary
+A controller is needed to control flow of requirements, resources, outputs
+ and randomness to Software Organization
+\end_layout
+
+\begin_layout BeginFrame
+User != Customer
+\end_layout
+
+\begin_layout Block
+\begin_inset ERT
+status collapsed
+
+\begin_layout Plain Layout
+
+{
+\end_layout
+
+\end_inset
+
+Difference between User and Customer
+\begin_inset ERT
+status collapsed
+
+\begin_layout Plain Layout
+
+}
+\end_layout
+
+\end_inset
+
+
+\end_layout
+
+\begin_deeper
+\begin_layout Itemize
+User is everyone affected by the system
+\end_layout
+
+\begin_layout Itemize
+Customer defines quality
+\end_layout
+
+\end_deeper
+\begin_layout Separator
+
+\end_layout
+
+\begin_layout Block
+\begin_inset ERT
+status collapsed
+
+\begin_layout Plain Layout
+
+{
+\end_layout
+
+\end_inset
+
+Effective Customers
+\begin_inset ERT
+status collapsed
+
+\begin_layout Plain Layout
+
+}
+\end_layout
+
+\end_inset
+
+
+\end_layout
+
+\begin_deeper
+\begin_layout Itemize
+Interact with Software Development
+\end_layout
+
+\begin_layout Itemize
+Marketing function 
+\end_layout
+
+\end_deeper
+\begin_layout BeginFrame
+Marketing
+\end_layout
+
+\begin_layout Block
+\begin_inset ERT
+status collapsed
+
+\begin_layout Plain Layout
+
+{
+\end_layout
+
+\end_inset
+
+Functions of Marketing
+\begin_inset ERT
+status collapsed
+
+\begin_layout Plain Layout
+
+}
+\end_layout
+
+\end_inset
+
+
+\end_layout
+
+\begin_deeper
+\begin_layout Itemize
+Reduces number of effective customers by standing between Software Development
+ and customers.
+\end_layout
+
+\begin_layout Itemize
+It filters inputs and outputs.
+\end_layout
+
+\end_deeper
+\begin_layout AlertBlock
+\begin_inset ERT
+status collapsed
+
+\begin_layout Plain Layout
+
+{
+\end_layout
+
+\end_inset
+
+Can be dangerous
+\begin_inset ERT
+status collapsed
+
+\begin_layout Plain Layout
+
+}
+\end_layout
+
+\end_inset
+
+
+\end_layout
+
+\begin_deeper
+\begin_layout Itemize
+Near the core of the Software Development system.
+\end_layout
+
+\begin_layout Itemize
+Uncontroled input
+\end_layout
+
+\end_deeper
+\begin_layout BeginFrame
+Interruptions of Work
+\end_layout
+
+\begin_layout Block
+\begin_inset ERT
+status collapsed
+
+\begin_layout Plain Layout
+
+{
+\end_layout
+
+\end_inset
+
+How much cost interruptions?
+\begin_inset ERT
+status collapsed
+
+\begin_layout Plain Layout
+
+}
+\end_layout
+
+\end_inset
+
+
+\end_layout
+
+\begin_deeper
+\begin_layout Itemize
+An increased number of customer also increases the number of interruptions
+ of work.
+\end_layout
+
+\begin_layout Itemize
+E-factor=Uninterrupted Hours / Body-present Hours
+\end_layout
+
+\begin_layout Itemize
+Total time = Interruption time + reimmersion time (phone call: 5+15 = 20)
+\end_layout
+
+\end_deeper
+\begin_layout Separator
+
+\end_layout
+
+\begin_layout Block
+\begin_inset ERT
+status collapsed
+
+\begin_layout Plain Layout
+
+{
+\end_layout
+
+\end_inset
+
+Meetings are even worse
+\begin_inset ERT
+status collapsed
+
+\begin_layout Plain Layout
+
+}
+\end_layout
+
+\end_inset
+
+
+\end_layout
+
+\begin_deeper
+\begin_layout Itemize
+More customers mean more meetings with more people.
+\end_layout
+
+\begin_layout Itemize
+More people increase number of interruptions.
+\end_layout
+
+\begin_layout Itemize
+Number of interruptions increase wasted time (depends on avg.
+ length of interruption).
+\end_layout
+
+\end_deeper
+\begin_layout BeginFrame
+Hardware Configurations
+\end_layout
+
+\begin_layout Itemize
+More customers lead to more hardware configurations in production.
+\end_layout
+
+\begin_layout Itemize
+Number grows exponentially, so not every possible configuration can be tested,
+ tests become more complex.
+ 
+\end_layout
+
+\begin_layout Itemize
+This leads to less coverage and more faults.
+\end_layout
+
+\begin_layout Itemize
+Result in more time needed for fault repairing.
+\end_layout
+
+\begin_layout BeginFrame
+Releases
+\end_layout
+
+\begin_layout Itemize
+More customer result in more releases and versions used by customers
+\end_layout
+
+\begin_layout Itemize
+Leads to more labor in maintaining the hole software product.
+\end_layout
+
+\begin_layout Itemize
+More reported faults balance the management tendendcy to increase releases
+ cycles.
+ So two releases per year are common to many software organizations.
+\end_layout
+
+\begin_layout BeginFrame
+Conclusion
+\end_layout
+
+\begin_layout Block
+\begin_inset ERT
+status open
+
+\begin_layout Plain Layout
+
+<1->
+\end_layout
+
+\end_inset
+
+
+\begin_inset ERT
+status open
+
+\begin_layout Plain Layout
+
+{
+\end_layout
+
+\end_inset
+
+Essence
+\begin_inset ERT
+status open
+
+\begin_layout Plain Layout
+
+}
+\end_layout
+
+\end_inset
+
+
+\end_layout
+
+\begin_deeper
+\begin_layout Itemize
+Customers influence the demand of a certain cultural pattern in a software
+ organization.
+ 
+\end_layout
+
+\begin_layout Itemize
+Customers influence the size of Software projects.
+\end_layout
+
+\begin_layout Itemize
+Management cannot handle projects beyond a specific size perfectly.
+\end_layout
+
+\begin_layout Itemize
+Reducing number of effective customers is a common strategy of software
+ organizations to reduce disturbances on the software organization.
+\end_layout
+
+\end_deeper
+\begin_layout EndFrame
+
+\end_layout
+
+\end_body
+\end_document