Monday, July 20, 2015

Bryan SC1

  • Chapter 1: Sutherland explains the 80/20 rule: 80% of the value often comes from 20% of the work.  In the last year of FRC, what were some of the 20% jobs that added tremendous value to the team?

I think that the cams and the triangles in the front of the robot added a lot of value due to the small amount of effort needed to complete such tasks and how it helped a lot.

  • Chapter 1: At the end of every sprint (2 weeks in this case), the Sentinal team presented a working demo to stakeholders across the FBI.  Why is this necessary and important to do?

This is necessary and important because without feedback improvements can't be made. That said, as a team we need to get input from the drive team as well as the other sub teams and work on solutions based off of the feedback.

  • Chapter 2: "OODA (Observe, Orient, Decide, Act)", "inspect and adapt", and "PDCA (Plan, Do, Check, Act)" are all getting at the same core idea.  Explain this idea and how it relates to the way a team functions.

These relate to how a team functions by explaining how a team should go about their business. The team should act on what things are changing around them and plan accordingly.

  • Chapter 2: Explain how we would implement the paper airplane example to practice a OODA cycle at a team meeting.  What would be the point?

We could actually make paper airplanes in groups to see who's would go the furthest using specific resources and they can observe other teams doing things. The point would be to learn how to observe and make changes based off of your observations and to decide how to do things based off of those observations.

  • Chapter 3: The best teams are transcendent, autonomous, and cross-functional.  In your OWN words, what does this actually look like on an FRC team?  It may help to reference examples from the West Point, NPR, and Special Forces case studies.

On an FRC team it would look like a bunch of people working together to make the best possible robot including mentors and students. Everyone would know what to do and would be able to complete that task without much help, but if they did need help they could check in with other teams and also check in with mentors.


I learned that even the smallest things can be the most valuable and that there are many ways to go about solving a problem. Also, that we don't always have to use our own ideas, we can use other peoples ideas to solve a problem. We can also become autonomous as a team by simply helping each other and taking responsibility.


  1. I have to say I agree that the cams and triangles re some of the most value-creating parts of the bot, without the most effort.

  2. I agree that the the team should act on what things are changing around them and plan accordingly.

  3. Along with what you would do with the paper airplane example, I think it would also be important to include switching groups to improve relations and cooperation between everyone on the team.