The Wrong Kind of Lean: Over-Commitment and Under-Represented Skills on Technology Teams

This paper reports on results from five companies in the aerospace and automotive industries to show that over-commitment of technical professionals and under-representation of key skills on technology development and transition teams seriously impairs team performance. The research finds that 40 percent of the projects studied were inadequately staffed, resulting in weaker team communications and alignment. Most importantly, the weak staffing on these teams is found to be associated with a doubling of project failure rate to reach full production. Those weakly staffed teams that did successfully insert technology into production systems were also much more likely than other teams to have development delays and late engineering changes. The conclusion suggests that the expense of project failure, delay and late engineering changes in these companies must greatly out-weigh the savings gained from reduced staffing costs, and that this problem is likely going to be found in other technology-intensive firms intent on seeing project budgets as a cost to be minimized rather than an investment to be maximized.

The Dynamic Structure of Everyday Life

Computational theories of action have generally understood the organized nature of human activity through the construction and execution of plans. By consigning the phenomena of contingency and improvisation to peripheral roles, this view has led to impractical technical proposals. As an alternative, I suggest that contingency is a central feature of everyday activity and that improvisation is the central kind of human activity. I also offer a computational model of certain aspects of everyday routine activity based on an account of improvised activity called running arguments and an account of representation for situated agents called deictic representation .