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{{a|projects|[[File:Sparklemotion.jpg|450px|thumb|center|Don’t ever question ''my'' commitment to sparklemotion.]]}} | {{a|projects|[[File:Sparklemotion.jpg|450px|thumb|center|Don’t ever question ''my'' commitment to sparklemotion.]]}} | ||
How to build your own internal skunkworks. | How to build your own internal skunkworks. | ||
The lockheed principles: | |||
*'''Give free rein''': Let the team manager have complete practical control of all aspects of the programme". | |||
*'''Keep it small''': The number of people on the project "must be restricted in an almost vicious manner. Use a small number of good people (ten to 25 per cent compared to the so-called normal systems). This should self-select. | |||
*'''Be like a shark: keep moving''': Let the team collaborate and [[iterate]] easily. Promote agility. Lightweight tools. Like SharePoint. Favour agility over robustness. | |||
*'''Log everything''': Keep as much data on everything as you can: you need to explain what you’ve been doing and why it was worthwhile even if it didn’t work. | |||
*'''No secrets in the group, top secret outside it''': Tell people what you ''have'' achieved, not what you're planning to achieve. Hence: no business plan. | |||
There's no point in working on a secret project if you don't keep it secret. "Access by outsiders to the project and its personnel must be strictly controlled by appropriate security measures." | |||
Additional ones: | |||
'''Have a kill switch''': if a project is working out, be prepared to nix it. Ask: what have we learned? What could we tweak which realistically might make a difference? If you can’t think of anything, let it go. But record your results. | |||
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{{aligntop}} | {{aligntop}} | ||