by Gene Kim on
#scaledagile
@RealGeneKim: - @DReinertsen: “Here’s a mathematical model from my submarine days; here’s the annulus of searchable area… https://t.co/wGBBOrmRUm
@DReinertsen: “in submarine warfare, we used helicopters vs ships/subs, because they could gather data fastest, despite inferior sensors
@DReinertsen: “sub warfare is was only 2 (3) dimensions? In product design, how many dimensions do have to deal with?”
@DReinertsen: “We can ship products so fast that marketing doesn’t have to change their mind”
@DReinertsen: “Old model: have chief engineer with entrepreneurial spirit, front-load decisions; no longer sufficient in our world
@DReinertsen: “Scrum is a great technology; but doesn’t have right mechanisms for decentralized control
@DReinertsen: “Team has all data they need; but in large system, benefits and costs show up way outside the control/visibility of that team”
@DReinertsen: “..and often, the team doesn’t have the authority to address areas outside their control, nor budget; conflicts w/other team priorities
@DReinertsen: “Many different ways that power gets distributed through an organization; how do you decode this? Besides touching elec fence
@DReinertsen: “oh, and by the way, it’s an invisible, moving electric fence” (and sometimes lethal :)
@DReinertsen: “Can be like Skinner’s Box, like random shocking of pigeons, which causes them to become immobile in corner; I don’t know what causes shocks”
@DReinertsen: There is no decentralization dial
@DReinertsen: “Pigeon: I only get shocked when I move; In our world, I only get shocked when I make a decision” (haha. Oh, so tragic!)
we need people to make decisions
@DReinertsen: “Can’t have every team in company making their own CAD systems; in many domains, need commonality in systems, besides cost
@DReinertsen: “In so many examples, quality of information at lower levels is superior
@RealGeneKim: @DReinertsen #scaledagile “There is no decentralization dial” https://t.co/TpDneywbVt
@DReinertsen: “Boeing had a near-death experience because it was over-weight, penalties paid to airlines b/c plane too heavy
@DReinertsen: “Countermeasure was to push down decision authority of weight reduction decisions to engineers; not just program managers
@DReinertsen: “Program managers: system level view of consequences of weight problems; engineers knew where they could reduce weight
@DReinertsen: “Boeing is example of how it’s not a decentralization dial; it’s creating a system where roles are better defined
@DReinertsen: “In US Marine Corp, on creating initiative: develop judgement, do not punish, trust
@DReinertsen: “In USMC: if you have 80% of info needed to make decision & u haven’t made decision, u are wasting combat advantage
@DReinertsen: “USMC: Make the decision, you’re expected to take risks, especially when you can correct mistakes on the way
@DReinertsen: “This is an active coaching process, not just passive learning
@DReinertsen: “Modern USMC doctrine: cannot punish errors due to over-boldness” (US Marine Corp Doctrine Publication #1)
@RealGeneKim: #Scaledagile @DReinertsen “US Marine Corp Doctrine is public; b/c it’s much easier to read than to actually do”. Ha! https://t.co/sFQCyXlfxw
@RealGeneKim: #Scaledagile @DReinertsen: “USMC is uniq culture of high trust; dependability, integrity, unselfishness, loyalty (o… https://t.co/lhIyjwVQau
@DReinertsen: “Leaders are trained: if you take care of your Marines, they will take care of the mission”
@DReinertsen: “Maintaining alignment: intent, meaning, doctrine; also, socialization, values, cohesion, planning, communication
@DReinertsen: “Auftragstaktik: mission orders; state why: understand commander’s intent AT LEAST two levels higher than you are
@DReinertsen: “Be at Hill 100 to support artillery strike at river that occurs on 11am” (allows leader to make decision if things go wrong)
@DReinertsen: “HP CEO John Young: break all the rules to beat Sun in marketplace; here’s my home phone; here’s a blank checkbook
@DReinertsen: “Oddly enough, blank checkbooks don’t result in more cost overruns than when it doesn’t exist
@DReinertsen: “Vs CEO memo, but when you want to get hold of him/her, response is ‘Can’t meet, I’m booked up with meetings’
@DReinertsen: “On Boeing 777, assembled 3K engineers monthly to brief entire team on how the program is going; we want u to identify/care
@DReinertsen: “Rather have engrs say ‘I’m designing the 777’ instead of ‘I’m an adhesive engineer’ (when org doesn’t sell adhesives, but fridges)
@DReinertsen: “Doctrine is different than rules and policies; these are the enduring beliefs of how we do business; reduces need for control
@DReinertsen: “Other example is wild land firefighting; small probs become big fast; doctrine guides how we think;
@DReinertsen: “OTOH, rules/checklists focus on restricting actions that are considered risky; doctrine teaches us how to take risk safely
@DReinertsen: “I believe that #SAFe is the doctrine that allows us to make products fast/safe, w/o rules & checklists
@DReinertsen: “Risk is that rules becomes MINDLESS rules, where people don’t know WHY they’re doing something; Doctrine focuses on causes why
@DReinertsen: “
@RealGeneKim: #Scaledagile @DReinertsen What is taught to USMC in officer candidacy school https://t.co/429AbgYEDa
@DReinertsen: “Need for strong local leadership; job of leaders is to ensure strong leaders near the front lines, where quality of data is highest
@DReinertsen: “The resulting need: leading by example; No surprise, motto of USMC is Lead By Example;
@DReinertsen: “In corproate America, when things go wrong, find lowest level employee that we can throw under the bus” (ARGH. Equifax CEO)
Ringel: “Standown Day: Our GM said, ‘I don’t care what you’re working on; whatever you’re working on, it can wait a day; if you have a problem with that, call me’
Ringel: “Improvements: chips to go into self-driving cars, tablets; all that depended on the work we did; 65% more product variants; improved commit to accept ratio from 74% to 90%; scope change reduced to less than 5%