Switching Waiting ➡ Delays Inventory ➡ Partially done Work Motion ➡ Handoffs (Over) Processing ➡ Unneeded processes Agile software development has its roots in the lean manufacturing paradigm The seven wastes in Lean Software Development
and industries are being run on software — from movies to agriculture to national defense. Over the next 10 years, I expect many more industries to be disrupted by software, with new world-beating Silicon Valley companies doing the disruption in more cases than not.
delegated practically complete control of his program in all aspects. He should report to a division president or higher. The number of people having any connection with the project must be restricted in an almost vicious manner. Use a small number of good people (10% to 25% compared to normal). A very simple drawing and drawing release system with great fl exibility for making changes must be provided. There must be a minimum number of reports required, but important work must be recorded thoroughly. The inspection system, meets the intent of existing military requirements and push for more basic inspection responsibility back to subcontractors and vendors. Don't duplicate so much inspection. Funding a program must be timely so that the contractor doesn't have to keep running to the bank to support government projects. There must be mutual trust between the project organization and the contractor with very close cooperation and liaison on a day-to-day basis. This cuts down misunderstanding and correspondence to an absolute minimum. Because only a few people will be used in engineering and most other areas, ways must be provided to reward good performance by pay not based on the number of personnel supervised.
understanding of goals and objectives - People can make rapid decisions without seeking approval - Standards and agreements - Where the autonomy starts and ends is essential to rapid, high-quality decision-making. It start with a (long term & inspiring) mission Explain the why, give goals, not procedures!
wanted to give more autonomy to the crew. But it was a disaster. Unused to their new-found freedom, the crew members made mistake after mistake. They did not have the competence for that level of autonomy. To perform well, teams need to be competent. They need to know how to deliver the optimal solution using the most appropriate technical practices. In other words, team members need to be skilled at their craft.
a team effective at Google? » The researchers found that what really mattered was less about who is on the team, and more about how the team worked together, and the fi rst factor was « psychological safety » within the team.
the ship! – Aye aye, sir! To Shared Understanding – Captain, I intend to submerge the ship. Water depth has been checked and is four hundred feet, all men are below, and the ship is rigged for dive. – Go ahead.
wasn't following the expected routing through the fuselage, so when we got to the end they weren't long enough » said one German mechanic. He asked not to be identi fi ed out of fear that he might lose his job. "The calculations were wrong," he said. "Everything had to be ripped out and replaced from scratch."
software changes a day, 540 per month, or 5,400 each year. A legacy automaker delivers a model refresh or update earliest after 2 and often after 5-7 years. Legacy automakers avoid making because they believe it’s costly and their organization is not designed for it in short they believe it’s impossible. Because the hardware and software of Tesla vehicles change so frequently, a dedicated person from the local government works at Tesla every day to review each car and sign off on its homologation to ensure it is ready to be delivered to a customer.
it to orbit without blowing up. If the booster even does its job and something goes wrong [right after launch] with the ship, I’ll still count that as good progress. Actually, to be totally frank, if it takes off without blowing up the stand, — ‘stage zero’ [the tower, tanks, etc.] — , which is much harder to replace than the booster, that would be a victory. That’s my number-one concern”.
winning decisive battles or meeting global business targets are the type of goals often best achieved when pursued indirectly. This is the idea of Obliquity. Oblique approaches are most effective in dif fi cult terrain, or where outcomes depend on interactions with other people. » – John Kay
smalls, autonomous and cross functional teams - Provide alignment to give autonomy with clear ownership through explicit boundaries -Introduce some empirical discovery in an incremental way through fast iterations that may fails