Full Responsibility
To encourage free communication and problem-solving, the executive team hit upon the idea of co-location”: All project staff, including management, were transferred to one floor of MD Robotics facility. Due to an open, communal setup, project managers were free to interact with engineers who could approach leaders for sign-off.
Due to the daily interaction and numerous ad-hoc meetings of the co-location tam, Abramovici says weekly subteam and monthly primary team meetings weren’t as necessary. “Instead, we instituted a policy of ‘no surprises,’ meaning that all team members immediately communicated any and all information to all parties interested, both in management and in the other potentially affected teams,” Abramovici says.
The teams were given considerable autonomy under the “no surprises” rule. Management was informed of developments, but sign-off was not require. Database technicians, additional secretaries and numerous engineering students relieved engineers of mundane tasks, allowing them more time to concentrate on their primary responsibilities.
Peer reviews helped resolve issues. For example, the systems engineering technical review (SETR) allowed engineers to debate technical problems and solutions. “By acting as an early review forum, the SETR helped ensure that individual engineers did not spend time investigating or developing ideas for changes or solutions to problems that ultimately would not make it into the design,” Abramovici says.
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