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Modularized megaprojects: Failure of Conventional Approaches (Part 1)

Inloox

Originally, the megaproject was to be completed in 2007 at costs of only 2 billion euros. After the start of construction in 2014, the Gigafactory was opened in 2016, and the planned costs were met. Processes are highly interdependent. A prime example in this context is the BER Airport.

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Money is important, but it is not what drives me

Gunther Verheyen

It wasn’t when we gave up on my wife’s income to allow her to develop her creative talents (2007). It wasn’t when we bought a house we didn’t think we could afford because of the increasing wheelchair-dependence of our son (2014). Scrum is too much limited to a way to create and deliver product; more features, sooner, faster.

2001 67
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Risk Management Resources

Herding Cats

“A Taxonomy of Threats for Complex Risk Management,” Centre for Risk Studies, Research Programme of the Cambridge Centre for Risk Studies, University of Cambridge, Judge Business School, June 2014. “A Project Risk Management: A Combined Analytic Hierarchy Process and Decision Tree Approach,” Prasanta Kumar Dey, Cost Engineering , Vol.

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A Compendium of Risk Management Resources

Herding Cats

“A Taxonomy of Threats for Complex Risk Management,” Centre for Risk Studies, Research Programme of the Cambridge Centre for Risk Studies, University of Cambridge, Judge Business School, June 2014. “A Project Risk Management: A Combined Analytic Hierarchy Process and Decision Tree Approach,” Prasanta Kumar Dey, Cost Engineering , Vol.

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Without a Root Cause Analysis, No Corrective or Preventive Action is Credible - Part 1

Herding Cats

Root Cause is the fundamental initiating cause on a causal chain leading to a failure of a process which results in a recurrence of the problem. Root Cause Analysis is a systematic documented approach to arrive at the true Root Cause of the process problem. Gano, Atlas Books, 2007. 02163, May 8, 2014. 29 May 2013.

2014 45
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In-Depth: What a Social Systems Perspective Teaches us About Change

Scrum.org

The mechanical perspective draws attention to the structure and processes of organizations. In the end, the internal logic of the mechanical perspective rests on checklists, managerial plans, rules, processes, and numbers. From the mechanical perspective, change is defined in terms of modifications to structures and processes.

2012 156
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Resources for Cone of Uncertainty

Herding Cats

The planned uncertainty not only needs to decrease over time passing, but this reduction diminishes any impacts of risk on the decision-making processes. Coping with the Cone of Uncertainty: An Empirical Study of the SAIV Process Model," Da Yang, Barry Boehm, Ye Yang, Qing Wang, and Mingshu Li, ICSP 2007, LNCS 4470, pp.

2007 34