Less, but better There must be millions less of things, less words, less gestures, less of everything. But every word and every gesture will become more valuable. If we can put it all into perspective we will need less things as a result. Sophie Lovell & Dieter Rams, Dieter Rams: As Little Design as Possible Omit needless wordsTo be truly simple makingrestraintproductionwasteminimalism
From consumption to production I see no other solution (political, economic) to the problems of mankind than the formation of small responsible communities involved in permaculture and appropriate technology. I believe that the days of centralised power are numbered, and that a re-tribalisation of society is an inevitable, if sometimes painful, process. The greatest change we need to make is from consumption to production, even if on a small scale, in our own gardens. Bill Mollison, Introduction to Permaculture societyconsumptionproduction
All-use environments Until the nineteenth century, virtually all cities were “all use” environments. Craft-scale production was typically carried out in a workshop below the home of the craftsperson, which often also served as the site of exchange. Michael Sorkin, 20 Minutes in Manhattan Small economies productionwork
Biggering I meant no harm. I most truly did not. But I had to grow bigger. So bigger I got. I biggered my factory. I biggered my roads. I biggered my wagons. I biggered the loads of the Thneed’s I shipped out. I was shipping them forth to the South! To the East! To the West! To the North! I went right on biggering...selling more Thneed’s. And I biggered my money, which everyone needs. Dr. Seuss, The Lorax capitalismproduction
This thing is a Thneed "Look, Lorax," I said. "There's no cause for alarm. I chopped just one tree. I am doing no harm. I'm being quite useful. This thing is a Thneed. A Thneed's a Fine-Something-That-All-People-Need! It’s a shirt. It's a sock. It's a glove. It's a hat. But it has other uses. Yes, far beyond that. You can use it for carpets. For pillows! For sheets! Or curtains! Or covers for bicycle seats!" The Lorax said, "Sir! You are crazy with greed. There is no one on earth who would buy that fool Thneed!" Dr. Seuss, The Lorax production
The life-giving continuum In System A, creation and production are organic in character, and are governed by human judgments that emanate from the underlying wholeness of situations, conditions, and surroundings. In System B, the production process is thought of as mechanical. What matters are regulations, procedures, categories, money, efficiency, and profit: all the machinery designed to make society run smoothly, as if society was working as a great machine. The production process is rarely context-sensitive. Wholeness is left out. Identifying these two categories helps us sharpen and clarify the range of differences among ways of creating the environment that exist in different societies. And the two categories serve to identify a dimension of great importance: the dimension that runs from more life-giving to less life-giving. Christopher Alexander, The Battle for the Life and Beauty of the Earth lifeproduction
Muda, Muri, Mura An Article mag.toyota.co.uk Eliminating waste is the key to efficiency – in the Toyota Production System, this is termed as: Muda (waste), Muri (overburden), and Mura (irregularity). productionwastemanagementefficiency
Manifesto for Agile Software Development A Definition agilemanifesto.org We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more. Deliver early and continuouslyWelcome changing requirementsSelf-organizing teamsTechnical excellence and good designAgility and sustainability+7 More agileprocesssoftware
Deliver early and continuously Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.
Welcome changing requirements Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. A late change in requirements is a competitive advantage planning
Self-organizing teams The best architectures, requirements, and designs emerge from self-organizing teams.
Technical excellence and good design Continuous attention to technical excellence and good design enhances agility. craft
Agility and sustainability Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.
The amount of work not done Simplicity—the art of maximizing the amount of work not done—is essential. -2000 Lines Of Code simplicity
Build projects around motivated individuals Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. On ValueOn Talent
Deliver working software frequently Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.
Business people and developers Business people and developers must work together daily throughout the project. collaboration
Face-to-face conversations The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. teamwork
Reflect, tune, adjust At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.