Experience intermezzo II
1PV215 - 10
Experience Intermezzo I was focused on
development of usefulness in Mycroft Mind
Since then we have progressed through
variety of further developing concepts
PV215 - 10 2
Goals
Ways
Results
Feedback
Integr
ation
Synerge
tization
Habilitation
Motivation
Orientation
Definition
Person
Qualities
AttitudesAbilities
OSI FDSI SDSI TDSI
Leaders defined defined defined
resource
s
Managers defined defined
resourc
es
Workers
realized
resourc
es
- -
SF
BH
M
VS
V&R
SQ
T
  Nature of Processes in Mycroft Mind
◦  Processes classification
◦  Sustainable Development
  Paraprocesses
◦  HRM Processes
  Metaprocesses
  Organization Structure
  Management Tools
PV215 - 10 3
Mycroft Mind is project-driven organization,
i.e.
• its primary business is made up from projects
• its orto-processes are projects
• orto-processes include
• CEP-based applications and solutions development
Mycroft Mind executes Project Program to
achieve its business goals!
• projects within program are differentiated by several
categories
PV215 - 10 4Nature of Processes in MM
• research & development
• 1 projectTechnology
• application and solution development
• 3 projectsApplication
• sales support by illustration what CEP technology
application may bring to the prospectProof-of-Concept
• methodology development
• 9 projectsFlow
• market research, marketing and sales
• 1 projectBusiness
• leadership and management
• 2 projectsOrganization
PV215 - 10 5
Ortoprocesses Paraprocesses Metaprocesses
PV215 - 10 6
Performance
Management
Leadership
strategic
frame
monitoring
external
resources
external
suppliers
goals
ways
tasks
evaluation
internal
resources
internal
products
payments
external
products
clients/
customers
market
environment
global
environment
company border
border of company influence
Nature of Processes in MM
PV215 - 10 7
In the spring of 2007, Mycroft Mind,
a technology start-up, was launched
There was lack of time and resources
to set up all meta-processes
All we wanted was to only ensure
sustainability of management
process development
Nature of Processes in MM
ManagementProcess
Adapts to satisfy
the needs
Management Process
Development
Methodology
Execution
Generates new
needs
8PV215 - 10Nature of Processes in MM
Management Process
Execution
Methodology
Defines
• Introspection
• Evaluation
• Revision
Performs
• Introspection
• Evaluation
• Revision
M
E
of
M
E
of
9PV215 - 10Nature of Processes in MM
• project activity categorization focusing
activities from the point of their primary
aim by following categories:
• R – Research
• S – Specification
• I – Implementation
• T - Testing
• P – Production
• O – Organization
• B – Business
• E - Education
Flow
Nature of Processes in MM 10PV215 - 10
  Sequence of activities focused by certain
categories in times represents flow
Nature of Processes in MM 11PV215 - 10
Activity
Categories
Research
Specification
Implementation
Testing
Production
Organization
Business
Education
Flow Projects
R-FLOW
S-FLOW
I-FLOW
T-FLOW
P-FLOW
O-FLOW
B-FLOW
E-FLOW
Provide methodological
and environmental
support for tasks of
respective kind
Consequently, evaluate
and improve the
effectiveness of entire
program
12PV215 - 10Nature of Processes in MM
  Are executed in accordance with the
methodology
  Change the methodology in accordance with the
needs and requirements emerging in the
execution of all projects
  Distributively and regularly perform
introspection, evaluations and revision, i.e.
feedbacks and feedforwards
  Pay attention to flow of activities in systematic
and proactive way!
◦  the attention is universally measured by attention
function
13PV215 - 10Nature of Processes in MM
  uniform way of valuation of all activities,
events and situations is required in respect of
attention which is demanded to accomplish
or solve the valuated entities
  attention
◦  is mental energy, which single person is able to
expend within certain time interval for certain
purpose labor input on project activity
◦  is measured as amount of attention, which is
required to be expended to accomplish the given
activity
PV215 - 10 14Nature of Processes in MM
  attention is not strictly bound to the working hours
and thus to the capacity of working days
  character of many activities being undertaken is
also hard to bound to the working hours
  when the attention is measured, the mental effort
is taken into account rather then only time which
can be effectively wasted
PV215 - 10 15Nature of Processes in MM
  Valuation of an activity A by attention is
structured by:
◦  people, whose attention have been or will be expended
to accomplish the activity A → work group
◦  for every member of work group M is determined the
following:
  time that M spent or will spend by paying attention to
activity A
  role in which M participate on activity A
  Roles and its credit valuation for an activity A:
◦  author - 6 points/day spent on the activity A
◦  coworker - 4 point/day spent on the activity A
◦  onlooker - 0 points/day spent on the activity A
◦  opponent – 1/4 of sum of all point valuation of author
and all coworkers assigned to the activity A
PV215 - 10 16Nature of Processes in MM
  Motivating aspects
  Aspect of team self-regulation
  Project valuation
PV215 - 10 17Nature of Processes in MM
Project
Categories
Technology
Application
Proof-of-Concept
Business
Organization
Flow
Activity
Categories
Research
Specification
Implementation
Testing
Production
Organization
Business
Education
Attention
Function
Evaluates each
task and
assigned team
member by
defined amount
of credit
Universal
measure to
every
undertaken
activity
Attention
Flows
Long term focus
of attention on
domains derived
from task
categories
Implemented
as a project of
flow category
Flow
Nature of Processes in MM 18PV215 - 10
  Administrative processes
◦  see examples in an extra mind map
  Development, Grow & Educational
paraprocesses are realized through flow
projects
  Special flow project HFLOW dealing with
Human Resources Management
PV215 - 10 19Paraprocesses in MM
  Coordinates other flow projects
◦  alignment with the current strategy
◦  reflection of forthcoming requirements
◦  discussion
  Performs short-term evaluations
◦  discussion on written evaluations by managers
◦  produces suggestion for promotion, extraordinary
incentives, ...
  Coordinates long-term evaluations
◦  personal interviews
  Collects all information related to acquisition
PV215 - 10 20
  Principles
◦  Two-level management principle utilization
◦  Mills principle application
  Metaprocesses
◦  Steering Committee Project (SC)
◦  Management In Large Extension (MILE)
  Forming In Large Extension (FILE)
PV215 - 10 21Metaprocesses in MM
PV215 - 10 22
Steering
Committee
Project (SC)
Management In
Large Extension
Project (MILE)
Technological
Projects
Application
Projects
Business
Projects
PoC Projects
Flow Projects
Metaprocesses in MM
PV215 - 10 23
Steering Committee & Management In Large Projects
Technology
Projects
Application
Projects
Business
Projects
Flow Projects
Operative submissions of WHAT to
do, priorities issues solving
Strategic submissions of WHAT
to do
Factual submissions of WHAT
to do
Submissions of HOW the
things are to be done
Metaprocesses in MM
PV215 - 10 24
 Project Mill
  daily management
 MILE Mill
  interprojects influences
 SC Mill
  Strategic Frame for projects
Metaprocesses in MM
  Each project runs its own project
mill
  Deals with project management
  progress of the project
  quality of outputs
  project risks
  changes of all aforementioned
  All to satisfy the triple-constraint of
the project!
Metaprocesses in MM 25PV215 - 10
Technological
Projects
Application
Projects
Business
Projects
PoC Projects
Flow Projects
Focuses on interactions of projects.
Deals with management of
◦  allocation and re-allocation of shared resources
  human, material and financial
◦  products
  factual project relations
◦  time/attention
  attention distribution among projects in time
All to make project program execution as
effective as possible!
Metaprocesses in MM
Management In
Large Extension
Project (MILE)
26PV215 - 10
Defines strategic frame, i.e. frame for other
projects.
Deals with management of:
◦  alignment of project objectives with the current
strategy
◦  project priorities in respect of the current strategy
All to achieve strategic goals of organization!
Metaprocesses in MM
Steering
Committee
Project (SC)
27PV215 - 10
  Iterations ~ Quarters
  Phases ~ Two weeks
  Forming seminars, weeks and days
◦  forming in large extent (FILE)
PV215 - 10 28Metaprocesses in MM
Principle we have applied
• Principle of work with unknown: ICT support of
business has to be done in a way it can easily
support also such requirements that business
owners are not aware of today
Tools we have used
• Mind Manager – flexible mind mapping editor
• Project Explorer – flexible tool for reporting and
analysis
• Excel – flexible tool for spreadsheet based analysis
and overviews
29PV215 - 10Management Tools
Mind Maps (Mind Manager)
30PV215 - 10Management Tools
PV215 - 10 31
AMTA_7 ~ project
context
completeness
indicator
flow category
activity
duration
role-person-workload
assignment
Management Tools
Project Explorer (proprietary tool)
32PV215 - 10Management Tools