Empirical processcontrol

Editor's Notes

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• #4: If you have to produce the same thing day in day out - an assembly line might work.\nThe different steps are highly specialized to do one thing extremely good.\nThen also the related processes might work for you.\n(In manufacturing almost nobody uses waterfall anymore)\n
• #5: Solving completely new problems requires exploration. A more or less strong hypothesis, then designing an experiment, then analysing the result to create an even stronger hypothesis.\n\nFinne ut så raskt som mulig om det er et problem som er verd å løse\n\n\n
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• #8: Creating software is a creative exercise. It is about solving the problem ONCE. There is no production issue in IT. Like in Science we need to create good experiments to as quickly and efficient as possible learn wether our hypothesis is strong or not.\n\n
• #9: Simple\n Repeating patterns and consistent events\n Clear cause-and-effect\n Relationships evident to everyone;\n Right answer exists\n Fact-based management\nComplicated\n Expert diagnosis required\n Cause-and-effect relationships discoverable but not immediately apparent to everyone\n More than one right answer possible\n Known unknowns\n Fact-based management\nComplex\n Flux and unpredictability\n No right answers\n Emergent instructive patterns\n Unknown unknowns\n Many competing ideas\n A need for creative and innovative approaches\n Pattern-based leadership\nChaotic\n High turbulence\n No clear cause-and-effect relationships, so no point in looking for right answers\n Unknowables\n Many decisions to make and no time to think\n High tension\n Pattern-based leadership\nDisorder\nYou will have disorder when you don´t understand where you are.\n
• #10: Simple\n Repeating patterns and consistent events\n Clear cause-and-effect\n Relationships evident to everyone;\n Right answer exists\n Fact-based management\nComplicated\n Expert diagnosis required\n Cause-and-effect relationships discoverable but not immediately apparent to everyone\n More than one right answer possible\n Known unknowns\n Fact-based management\nComplex\n Flux and unpredictability\n No right answers\n Emergent instructive patterns\n Unknown unknowns\n Many competing ideas\n A need for creative and innovative approaches\n Pattern-based leadership\nChaotic\n High turbulence\n No clear cause-and-effect relationships, so no point in looking for right answers\n Unknowables\n Many decisions to make and no time to think\n High tension\n Pattern-based leadership\nDisorder\nYou will have disorder when you don´t understand where you are.\n
• #11: Teamet har begrenset frihet (selvsagt) slik at inkrementene fører til et helhetlig produkt.\n\n\n
• #12: Teamet har begrenset frihet (selvsagt) slik at inkrementene fører til et helhetlig produkt.\n\n\n
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