The only fragile business book you ever need to have heard of
A truly fragile project needs a truly fragile business to be based upon.
And thanks to Kenny Meyers we now have a business book that tells us how to get up and busy via businessing:
No more excuses! Get up. Grab a copy. Dive through. And start businessing. As fragile as you can.
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August 9, 2010 at 958
Lean is mean – an open letter
Dear Go-Fragile,
thank you for supporting and maintaining this great community site for fragility and fear driven development. This page has given us so much advice and orientation and we would appreciate it tremendously if the approach of fragile development could be extended to also cover “mean management”!
As we all know the basic rules – the haze – eg. of whitespace programming and running an production plant are pretty much identical. While we have fundamental rules of the fear driven development mindset on the one hand we have an endless list of principles for mean production on the other hand. Time to build bridges!
An other example its the “elimination of haste” – a sub class of mean_service() api. It is rather trivial to match this with the Fragile Manifesto. Or “focus on the teamjerk”: Doesn’t this relate to #2 of the “19 Keys to Fragile Projects”?
We think it is time for building bridges and burning boats. We would like this page to advance and to spread its wings also over the folks from mean production and mean management!
Sincerely your most precious friend
Peter Sandburn
August 10, 2010 at 970
Lean is mean. So true! And it can’t be stated any clearer than that.
We are thrilled to see fellows like you out there who live up to the fragile challenge and develop it even further.
Keep going. Go Fragile!
September 4, 2010 at 498
Hey Guys,
great, that is precisely the lack of connection between these two philosophies.
We are also constantly think about how we have the principles of the angst-driven development also at the levels of management can bring.
We promise them a huge additional profit! I would like to personally thank my namesake and I support his initiative with all means available to me.
It is so obvious: finally, management can learn from the base. So far, it was with us rather the practice that the developers have bowed to the immense wisdom of the leaders devoutly.
It will convince my biggest challenge, the management that it was their idea.
No easy task, but for the good of the company I would bring so many victims.
Of course I will publish my experiences here …
Please excuse my bad English.
Greeting
Dr. vet. (VRC) Patrick P. Klotzfuß
September 5, 2010 at 539
Lean is mean – a tutorial
I would like to contribute with a small tutorial. This is dedicated to all the brave souls out there who want to develop their mean business in a sustainable fashion.
I will start out with some buzz words and explain the basics.
Just is mine (JIM)
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JIM-Production correlates closely to FoTJ (see below). It basically means to neighter ask what you can do for a team nor participating in teams in general. Main goal is to maximize the personal utility.
It is believed that the sum of personal JIM-Production of all stuff members will lead to a global maximum way more efficient that cooperative, democratic, new-age hedonistic fell well snoozy boosy team work.
Focus on Teamjerks (FoTJ)
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It is advised to identify the team jerks as soon as you have to join a team. It is always good to know who is to blame, who can take the shame, who will never get any fame, who will do every day the same, who is last to play the game, who will never see its picture in a frame.
Team Jerks are the most important part of a team. Keep this in mind while you head for alpha-pos.
Elimination of haste (EoH)
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The master piece of mean production: Elimination of haste will take the tiring stress out of your production cycles. Slow down, relax. Most problems solve themselves after a while.
There are many ways to eliminate haste: introduce coffee brakes, let the team jerks show off some funny tricks, play bs-bingo, reject results, do needless system checks, randomly rearrange process work flows, fire key experts just for fun, start documentation projects for total process awareness (tpa), …
Total Process Awareness (TPA)
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It is good to know where you are at. Documenting processes at the most detailed level possible. Initiate it right from the start. Just make sure you are not involved to deeply – rather concentrate on supervising and management. TPA is a key tool for mean management.
Key advantages of TPA is gaining time before implementation starts, flood the management with massive rolls of poster sized process banners, support the paper and uml mafia.
All the power on earth can’t change destiny. Mean Management will prevail! Keep your friends close, but your enemies closer.
Sincerely your most precious friend
Peter Sandburn
September 14, 2010 at 988
Peter,
Thanks so much! You are just nailing it down very charmingly. We’ll pick that up. Stay tuned.