Model

(src: Book_ Crucial Conversations)

Model_ Create a Mutual Purpose (src: Book_ Crucial Conversations)

(src: Book_ Crucial Conversations)

(src: Video_ The Scaling Dilemma - Mary Poppendieck)

how to get it stable? where it’s actually in production How to poke your code base? Book_ Continuous Delivery - Jez Humble, David Farley split deployment vs release with feature toggles (src: Video_ The Scaling Dilemma - Mary Poppendieck)

What is the ideal team size? Agile answer is 7+-2 Model_ Dunbar’s number go modular remove dependencies - also in codebase That’s how many it takes to bring a project like this to the market. Book_ Creativity, Inc. - Ed Catmull how Pixar managed to have great teamwork in big team ~200 When you get bigger than 7+-2 you still wanna have one team maybe multiple sub-teams but only 1 team goal nobody succeeds unless that one succeeds...

Book_ INSPIRED - Marty Cagan (src: Video_ The Scaling Dilemma - Mary Poppendieck)

Situational Awareness Book_ This is LEAN - Niklas Modig & Par Ahlstrom everybody on the team maintains situational awareness (src: Video_ The Scaling Dilemma - Mary Poppendieck) (origin: Book_ This is LEAN - Niklas Modig & Par Ahlstrom) Jidoka Chapter 5 automation with a human touch The loom had a function that was unique at the time: textile production stopped automatically when a thread broke. This made it immediately possible to identify, analyze, and eliminate the problem that had arisen....

Book_ Maverick - Ricardo Semler Book_ The Seven-Day Weekend - Ricardo Semler Quote_ Annoyed workers """ This concept that relentless improvement means the structures are in place the management is in place encouragement is in place the leadership is in place so that when people are annoyed by something in their job, their boss’s job is to help them fix it, not live with it, not ‘well, sorry that’s regulations’ but ‘okay, how about we figure out what the real problem is, maybe that’s not the problem let’s get at the root cause’ ‘how about you come up with an idea about what might make it better’ ‘Maybe we could do some experiments to figure out whether or not that really makes it better’ that’s the job of a manager in an organisation that has Cathedral builders, and really can do constant improvement all the time for decades on end """...

Model_ Mindful Organisation Book: Managing the Unexpected: Assuring High Performance in an Age of Complexity - Weick and Sutcliffe (src: Video_ The role of leadership in software development - Mary Poppendieck)