A discussion in my present office (it was weird being in the office again this week after nearly a year of full-time WFH) led me to do some searches for another article [0]. Typing in Repenning's name, however, brought me to this article which was even more appropriate to the discussion, as we are dealing with the consequences of a choice to stick with a Waterfall workflow when something Agile-ish would be better (in fact, both articles were relevant to our discussion, the insistence on the present structure and a "work harder not smarter" attitude has crippled their ability to deliver software in a timely fashion and is putting the contract with their customer at risk).
However, I realized while reading this particular article that what they had was less Waterfall ("Factory" in the article) and instead had deviated into the "Ineffective Iteration" mode of working. The work itself was ambiguously defined, meaning collaboration was more critical to successful resolution. But instead of collaboration they remained with the heavy boundary between roles.
However, I realized while reading this particular article that what they had was less Waterfall ("Factory" in the article) and instead had deviated into the "Ineffective Iteration" mode of working. The work itself was ambiguously defined, meaning collaboration was more critical to successful resolution. But instead of collaboration they remained with the heavy boundary between roles.
[0] https://web.mit.edu/nelsonr/www/Repenning=Sterman_CMR_su01_.... - Nobody Ever Gets Credit for Fixing Problems that Never Happened