Day 1
-
Introduction to rapid
development
- How much can cycles be shrunk?
- What happens if we cut cycle time too much?
- Where do we pay the price for fast development?
The economics of speed
- Calculating and applying the cost of delay
- The fuzzy front end of
development
- Opportunities to move faster
- Tools to accelerate the fuzzy front end.
- Building the model cross-functionally
- Applying the economic model to special
circumstances
- Exercise: Working with the cost of delay
Incorporating the customer’s
view and dealing with scope creep
- Applying incremental innovation
to avoid "megaprojects"
- Escalating impact of complexity
- Letting the customer tell you when it is good
enough
- Managing scope creep
- Aligning product architecture for
speed
- Modular architectures
- Product architectures to control risk
- Exercise: applying incremental
innovation/architecture to your products
Focusing product definitions on
customers
- Cross-functional, customer-centered product
specifications
- Keys to involving the customer in designing the
product
- Writing product specs quickly
- Managing creeping elegance
Assembling a development team
that can move quickly
- Team factors that make the difference between
speed and slowness
- Critical factors in choosing a team leader
- The vital difference between assigning members
and volunteering
- Using rewards and other motivators
- Choosing the best team form when each form has
its weaknesses
- The power of generalists on the team
- Enhancing communication through collocation and
virtual collocation
- Overcoming team fragmentation
- Myth of the specialist
Day 2
-
Designing development processes
for speed
- Organizing teams for rapid
execution
- Empowering teams for action
- Selecting your form of organization
- Making collocation happen
- Exercise: Identifying and overcoming critical
weaknesses in your teams.
- Understanding and applying partial information
- Finding the triggers for overlapping activities
- Pros and cons of phased development processes
- Aligning management controls
-
Managing project risk actively
- Why it is dangerous to let to turn risk
management over to the engineers
- Building a risk map
- Managing the project according to risk rather
than deliverables
- Exercise: Discovering the fully loaded project
-
Accelerating organizational change
- The "breakthrough strategy"
- Applying incremental innovation to the
organizational change process
- Using pilot projects and redesigning bottlenecks
- Tapping the power of continuous improvement