10 Evo Principles by Tom Gilb Overview 1 2 3 4 5 6 7 8 9 10 Info .pdf

Evo Principle 7:

The Evo project team will focus their energy, as a team, towards success in the current Evo step. They will succeed or fail in the current step, together. They will not waste energy on downstream steps until they have mastered current steps successfully

Discussion:

Evo demands interdisciplinary teamwork. All aspects of development must be fused continuously and frequently in order to deliver useful value to stakeholders at an Evo step. The team must learn how to deliver successfully 'in the small'. Bad ideas need to get dropped early - and cannot permeate the entire project. Authority is really pushed down to the team level. You don't need approval for things that might be large-scale risks for the entire project. You need to prove they work early in practice and continuously. If they don't, you need immediate inter-step changes to something that does work for real.

Example: wpe765.jpg (1271 bytes)
  • “Many development teams lack a well-defined, efficient decision-making process. Often they make decisions implicitly within a limited context,
    • risking the compromise of the broader project goals and slowing progress dramatically.
  • Evolutionary Development forces many decisions to be made explicitly in an organized way,
    • because feedback on the product is received regularly
    • and schedules must be updated for each implementation cycle.
  • The continual stream of information that the project team receives must be translated into three categories of decisions:
    • changes to the product as it is currently implemented,
    • changes to the plan that will further the product implementation, and
    • changes to the development process used to develop the product.
  • Fortunately, because of Evo’s short cycle time, teams
    • have many opportunities to assess the results of decisions and adjust accordingly“
Todd Cotton, HP Journal August 1996.
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