Cutting through the accumulating sludge (was: Re: Doing the
Right Things? and/or WG Quality Processes WG)
Jim.Bound at hp.com
Sun Jun 8 00:43:54 CEST 2003
Would you keep your vendor comments to private conversations. I would
be glad to enlighten you on both counts below but we would have to agree
on what dynamic means.
Siting specific history of a company with data your willing to stand up
to in court is fine if it helps give us examples of points in time for
our work here.
> -----Original Message-----
> From: Randy Bush [mailto:randy at psg.com]
> Sent: Monday, June 02, 2003 11:09 PM
> To: John C Klensin
> Cc: problem-statement at alvestrand.no
> Subject: Re: Cutting through the accumulating sludge (was:
> Re: Doing the Right Things? and/or WG Quality Processes WG)
> > I am suggesting that, if there seems to be general sympathy on
> > the list (or otherwise) for this, that the relevant AD just do
> > it --or delegate it to the WG Chairs or an appointed
> > coordinator-- to do it. The authority is there; nothing in the
> > current procedures requires us to find a tree and dance around
> > it in a circle while chanting "rough consensus and running
> > code", or to create a charter and WG, before doing anything.
> i think we really do not have a clear vision of what we
> should be doing, so it is easier to talk about the processes
> and enemies of doing it. no blame. this is extremely
> difficult stuff.
> i keep thinking of the analog to how some engineering
> companies dealt with the conflicts/tensions of staying nimble
> while undergoing large growth.
> digital equipment tried to maintain a dynamic engineering
> culture while growing massively. it did not work.
> hp is still trying, but has become more and more stodgy and
> has not stayed lively and dynamic.
> intel may be the most successful. one key to this success is
> not touching anything that does not have at least a 40%
> margin. i.e., they say "no" to a lot of bright ideas. i do
> not believe that we have the culture to do that.
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