Organizational Patterns LO18041

Michael A. Beedle (
Fri, 8 May 1998 23:38:25 -0500

Replying to LO18011 --

Amazing indeed!

Which confirms it even further as a pattern.

Thanks for sharing with us this information, I haven't
read your article, but I will shortly.

- Mike

> Eerie, Michael, really eerie. I led a small software development team in
> the mid 1980s that developed a full-blown, PC-based variable life
> insurance system (policy issuance and administration) in 89 days flat.
> That experience was written up in a 1993 article published in the Journal
> of Systems Management. Here is an excerpt:
> "Closely coupled with the preceding comment is Peter Drucker's
> view that controls should be few in number and simple in nature.
> Also, because prototyping efforts are generally short fused, the
> formal trappings of managerial control (e.g., plans, budgets, and
> schedules) all but disappear. They don't go away, actually, they
> just move upstairs, where they belong. Daily, informal progress
> meetings are more useful and more appropriate. At Monarch, for
> instance, the New York-based development team found itself in
> Springfield, Massachusetts for several weeks during the
> implementation phase. While in Springfield, I generally took the
> team to dinner two or three times each week. Before, during, or
> after dinner, I asked the following three questions, recording the
> answers on a table napkin:
> 1. What did you get done today?
> 2. What are you going to work on tomorrow?
> 3. What do you need that I can get for you?"
> You and others who might be interested in the entire article can find it
> at my articles web site. It is titled "Prototyping: Systems Development
> in Record Time."


"Michael A. Beedle" <>

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