The Pasteur Analysis Of The Process




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Figure 2: Adjacency Diagram (Natural Force-Based Placement)



I analyzed the interview data using the Pasteur organizational analysis tools [BibRef-CainCoplien1993]. Figure 2 shows the adjacency diagram, or force-based communication network diagram, for the development organization. The graph has two communication "hubs" at the Developer and Ambassador roles, respectively. We generate coupling metrics from the same model used to build the adjacency diagram. Coupling per role is 41%, about at the median but far above the mode and mean for all processes we have studied. It is about half the value of 89% for QPW.

There is an amazingly even distribution of work across the project. The Mad Artichoke, Ambassador, Manager, and Service Development roles all share the same degree of coupling to the process as a whole. Hacker, Domain Experts, Service Management, Product Management and Performance Verification are slightly less coupled. As we have found in most organizations, the Developer role is more tightly coupled to the process as a whole than any other single role.

It is rare that we find an organization with an architect, and rarer still that the architect occupies a central position. In this network platform development, the Mad Artichoke (architect) role is more coupled to the process as a whole than any role except Developer, which links every role in the communications model (This, again, is reminiscent of QPW.) Much of the communication burden that normally falls on the developer's shoulders is taken on by Ambassador, which is a secondary hub in the organization structure. This role fits Allen's description of the ``gatekeeper'' role exactly: again, reminiscent of QPW.

The centrality of the architect is reminiscent of QPW. In QPW, Quality Assurance was more central than we find in this organization.


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Figure 3: Interaction Grid

Figure 3 shows the interaction grid for the project. The picture is curiously asymmetric. The large blank space at the top occurs because roles outside the process are not approached to do work; they supply work, constraints, and input to the project. That anomaly aside, communication patterns are distributed evenly across the organization. Such an even spread of connectivity is rare in the processes we have studied, but it was a characteristic of the Borland QPW organization.