Critical Path: Difference between revisions
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=2016= | =2016= | ||
==Machines== | |||
==Open Building Institute== | |||
<html><iframe src="https://docs.google.com/presentation/d/1_-r_lq4EhTrAHs2MN1VcUew2F59vmREg-c-T6s9Cez8/embed?start=false&loop=false&delayms=3000" frameborder="0" width="480" height="299" allowfullscreen="true" mozallowfullscreen="true" webkitallowfullscreen="true"></iframe></html> | |||
==Distributive 3D Printer== | |||
<html><img src="https://docs.google.com/drawings/d/1wSlnfzftSjfkOlMdXA6-QYl57jqg7d5m88IQpmr567E/pub?w=1001&h=600"></html> | |||
[https://docs.google.com/drawings/d/1wSlnfzftSjfkOlMdXA6-QYl57jqg7d5m88IQpmr567E/edit edit] | |||
=2015= | |||
<html><iframe src="https://docs.google.com/presentation/d/1aYlOUO2ys2OqrQUmlj2mLJpl2YsSot-K-Kay3VjW2ZY/embed?start=false&loop=false&delayms=3000" frameborder="0" width="960" height="579" allowfullscreen="true" mozallowfullscreen="true" webkitallowfullscreen="true"></iframe></html> | <html><iframe src="https://docs.google.com/presentation/d/1aYlOUO2ys2OqrQUmlj2mLJpl2YsSot-K-Kay3VjW2ZY/embed?start=false&loop=false&delayms=3000" frameborder="0" width="960" height="579" allowfullscreen="true" mozallowfullscreen="true" webkitallowfullscreen="true"></iframe></html> | ||
Analysis: 5 of 10 machine milestones were reached through the Workshop model, which provided revenue sufficient to cover materials in the Aquaponics case, and 1/4-1/2 of material costs in the machine builds. Leadership seminars did not bring forth development leadership for CNC Torch table, tractor, or backhoe. | Analysis: 5 of 10 machine milestones were reached through the Workshop model, which provided revenue sufficient to cover materials in the Aquaponics case, and 1/4-1/2 of material costs in the machine builds. Leadership seminars did not bring forth development leadership for CNC Torch table, tractor, or backhoe. | ||
Revision as of 01:46, 19 January 2016
2016
Machines
Open Building Institute
Distributive 3D Printer
2015
Analysis: 5 of 10 machine milestones were reached through the Workshop model, which provided revenue sufficient to cover materials in the Aquaponics case, and 1/4-1/2 of material costs in the machine builds. Leadership seminars did not bring forth development leadership for CNC Torch table, tractor, or backhoe.
2014
Analysis: We had 24 students over the entire summer for the Summer of Extreme Design/Build. The Summer School of 2014 turned out to be difficult to manage in terms of the number of projects that could be accomplished meaningfully at the same time. The main projects were the CEB press, Open Source Car, MicroHouse 3, and pool. It turns out that only one major project can be managed well with one instructor when a team of students is involved. The main learnings are that without open source product research and development experience, without a stable development pathway/protocol for carrying out such development, and without a micro-detailed Rollout Plan - only so much could be done before students start disengaging from OSE's critical path.
The main single outcome, if one could be named, was getting to about 90% completion on the CEB Press Build Instructions - which are now extremely detailed, and need to be taken to completion.
The main organizational learning is that effective management can happen with more focused development than a summer school, which has informed OSE's direction of focusing on a dedicated Residency Program for Distributive Enterprise, and working with Master's Students or other dedicated development pathways. The shift is towards the final level of Enterprise Development based on products that are nearly complete - in order to shift to financial sustainability of the R&D program, as opposed to pre-enterprise R&D.
Early 2014- 3D Printer Workshop
Analysis: 3D printer. Workshop occurred successfully in terms of attendance (12 people, others had to be turned away). Little documentation of process was left behind, and a discontinued kit was used (Kit TAZ). This branch of development died.