Your Reliability Engineering Professional Development Site
Greg and Fred discuss pushing the limits for personal and professional development.Ā Greg discusses wearing a pink tutu to Oregon Country Faire and Burning Man.Ā Fred discusses pushing the limits for product testing and product development.
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In the previous articles in this series, we discussed the role that agile digital delivery capabilities plays in your company’s competitiveness and why rapid delivery is so important. In this article, we will look at the many reasons that Agile adoptions frequently fail to deliver what companies expect and suggest some things that you should do to address them.
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Greg and Fred discuss the importance of the pursuit of ribbons.Ā What are ribbons?Ā They are theĀ badges, degrees, brands, and certificates that we all strive for.Ā Ā They confer knowledge, skills, and abilities to others.Ā They are the things of life that we do for personal improvement and enrichment.Ā Greg believes the pursuit of ribbons or recognition is what we all do from the day we are born to the day we pass on.Ā Fred believes knowledge by itself is sufficient.Ā What do you think?
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All this knowledge, passed on for our Engineers, is of little use unless it reaches the right people. The individuals and institutions which educate the safety engineers and who will be responsible for the design and operation of plants handling hazardous materials have a duty to make their students aware of the hazards and at least to make a start in gaining competence in handling them.
As elsewhere in engineering, computers are in wide-spread use in the design of process plants, where computer aided design (CAD) covers physical properties, flow sheeting, piping and instrument diagrams, unit operations and plant layout. There is increasing use of computers for failure data retrieval and analysis, reliability and availability studies, fault tree analysis and consequence modelling, while more elusive safety expertise is being captured by computer-based expert systems.
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Effective leaders provide their employees with a heartfelt portrayal of the WHY, a deep-rooted purpose, before defining the WHAT, the product or service, and then finally, the freedom on the HOW, which is the process.
First, understand the WHY of your solution. This gives you the line of thinking needed to decide HOW you can provide this solution in a way that is better than your competitors and more efficient for your customer.
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“Time and tide wait for no man”. King Canute demonstrated that the ebb and flow of the tide are inevitable and even a king has no control over them. Time, perhaps our most precious resource, is also no exception. Who hasn’t regretted not doing something because there wasn’t enough time, or time ran out as we wasted too much time deciding to do something and the opportunity slipped through our fingers?
On the other hand, how often do we regret having made a hurried decision and have had to live with dire consequences which, in hindsight could well have been avoided if we’d had more time or rather, made better use of the time available.
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Greg and Fred discuss why today’s business model is often based on managing an organization’s brand and outsourcing design, reliability, and quality.
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In the previous article in this series, we discussed the difference between Agile and business agility and how Agile 2 addresses some of the omissions and failings of traditional Agile. Both Agile and Agile 2 focus on accelerating digital development; however, the benefits of any Agile approach can be obviated if it is not implemented within an agile management structure. Addressing execution issues, as Agile 2 does, will not be sufficient by itself to get you where you need to go.
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Greg and Fred discuss work communications and job politics.Ā Greg takes the management point of view.Ā Fred advocates the individual contributor point of view.
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The last few years have proven the risk landscape is dynamic and evolving. And while an organization focuses on responding to one crisis, another is almost always lurking in the shadows—from COVID variants and severe weather to supply chain, and civil unrest and cybercrime. In fact, you could even find yourself in the dark – literally.
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Corporations that create in this world facilitate so many integral pieces to contemporary life by way of manufacturing. Manufacturing is quite literally a backbone to so many other industries, generating components for medical devices, automobiles, electronics, and machinery that keeps everything progressing forward. All of these components frequently need to be replaced, or more often upgraded thanks to new innovations that create new capabilities and in turn create new needs. [Read more…]
The Agile Manifesto, also called the Manifesto for Agile Software Development, is a formal proclamation of four key values and 12 principles to guide an iterative and people-centric approach to software development.
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Organisations that promote formalised and standardised risk management practices can create a risk culture where their employees view risk management as a compliance and tick-the-box exercise.
In comparison, organisations that intentionally promote a more informal environment where risk discussions and information sharing naturally occur as part of the broader organisational culture when making decisions can experience a positive risk culture.
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This article focuses on the task level of a project which is the key to merging the different methodologies. There is a lot of articles on line that explain what the merger will look like and the pros and cons of it but I found nothing to explain HOW TO DO IT? This article goes into quite a bit of detail but I felt I had no choice to convey to the reader how to merge the two methodologies with examples.
Agile was created for software development projects. Some of the key benefits of this methodology are flexibility, speed, high quality, and continuous improvement. These features are implemented at the Scrum level. One major problem with Agile is that it does not scale up to large projects due to lack of structure, changing requirements and scope, and lack of a baseline to measure project performance. In my opinion, it works well for small software and IT projects that are less than a year in duration and less than $1M in value
[Read more…]If you are running a business today using Agile methods, it’s likely that you are not getting the productivity boost from it that you should, and your time to market for new features is probably not what it could be either.
Is that the end of the world? By and large, yes! The problem is that your impaired delivery capabilities have a substantial impact on your business agility. How is that? Your digital development process is at the center of your product management capability and if you can’t iterate quickly enough it will limit the opportunities for your product managers to redirect the evolution of your products while they’re in development. When you are in a hurry to get new or updated products to market, they will be less evolved, less marketable and less competitive.
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