Clarke Ching's Rocks and Snowballs Blog
The CIO's Guide to Breakthrough Project Portfolio Performance: Applying the Best of Critical Chain, Agile, and Lean
I've just uploaded the 2nd Beta version of Rolling Rocks Downhill, my biztech novel.
So what's new? Well, just like the latest iPad, it's 25% thinner (I reduced the word count, without sacrificing content, from 100k words to 75k). The plot is firm and the previously thin characters are now 50% less-thin! It's a whole lot easier to read, though it still needs to go through a proper copy-editting process before it gets published proper. It is still riddled with spealling mistaeks, but that's coz it's a beta and (if you haven't noticed) I'm crap at spelling.
Oh, and it still ends on a cliff-hanger, at the end of the 2nd act. The 3rd act contains new knowledge for a most Agile (and other) folk, but the beta stands on its own, without the third act. And that's what's got me all conflicted: the third act could easily be either the last act of this book or the first act of "Rolling More Rocks Downhill". I'm wondering if I should practice what I preach ...
Tim Hartford, the "undercover economist", has written a nice article about the economic benefits of plotting and prototyping which, I think, will appeal to my Agile friends. It ties in nicely with how Zara works but it's talking about projects.
"The option to conduct a cheap test run can be very valuable. It’s easy to lose sight of quite how valuable. Aza Raskin, who was lead designer for the Firefox browser, cites the late Paul MacCready as his inspiration on this point. MacCready was one of the great aeronautical engineers, and his most famous achievement was to build the Gossamer Condor and the Gossamer Albatross, human-powered planes that tore up the record books in the late 1970s.
One of MacCready’s key ideas was to develop a plane that could swiftly be rebuilt after a crash. Each test flight revealed fresh information, MacCready figured, but human-powered planes are so feather-light that each test flight also damages the plane. The most important thing a designer could do was to build a plane that could be rebuilt within days or even hours after a crash – rather than weeks or months. Once the problem of fast, cheap experimentation was solved, everything else followed."
In my language, projects are a bet, and running pilots (or delivering incrementally with the intention of abandoning a bad big bet and celebrating) is loading the dice. One of the ways we load the dice is to dramatically lower the cost of failure, then fail!
My buddy Greg sent me this article about Zara from yesterday's Telegraph.
My wife sent me this article about Zara from yesterday's times (paywall).
What's up? Nothing from Zara for years then two articles in one day. I wonder if they've realised they're this decade's Toyota and have decided to talk about it. I hope so.
Here's my talk on why Zara, the clothing company, is my Agile role-model. This video is from the LeanAgileScotland conference (thanks Chris!) and people seemed to like it. I gave a repeat performance at the Agile Business Conference a couple of weeks ago and one bit of feedback I got, via the organisers, said, "More like this please!" (Though, to be fair, another said I spoke too quietly!)
It's 30 minutes long and, I think, there's a good chance you'll find it very useful!
Can you help me? I changed my speak style a couple of years ago so that I now speak slowly, deliberately and quietly, hoping the logic and story I've spent hours crafting comes through ahead of my enthusiasm. I'd really love to know what you think ...