Monday, July 6, 2015

Kaitlyn LS2

Intro: Last build season, we discussed an ideal strategy.  This strategy had a number of leap-of-faith assumptions about how long things would take and what we could do.  Try to describe our ideal strategy, including those assumed numbers that helped us calculate how many points we could earn in a round. 
Answer:We tried to build a robot that could pick up totes and bins. While trying to decide what we want our robot to do we also made like plans how we could scored as much points as we can. Some ideas were good but there were some that didn't work because they would cost to much time to get maybe one full stack or something. I think one of the assumed points we would get was 40 points for one round. I do think there were other plans that were higher but i don't remember for sure. But when we actually got a chance to get point some of the times we would score higher than 40.

Intro: Explain the build-measure-learn feedback loop.  What is the purpose of this loop?  Why is it a loop?

Answer:What the build-measure-learn feedback loop is when you build something you measure how successful it would be. And learning is when you can learn if you need to change things or you know that this will work and that if it work you could probably improve it.

Chapter 6: Using the Food on the Table example as a starting point, what would the concierge service look like for a robot that doesn't exist yet?

Answer:Like how the Food on the Table started, it is like starting to create the robot. It took them one person to start it all but for us it takes a one team and when we figured it out we work till we think it is good enough. But still we will work on it because nothing is perfect. But how they are similar is that you have items on a table and to be able to be able to get them to work together or if people like or want them.

Chapter 7: Ries talks about metrics with the 3 A's: actionable, accessible, and auditable.  Explain what this means and why numbers that don't meet these criteria are vanity metrics.

Answer: Actionable must show clear cause and effect or it is a vanity metric. Accessible is when employee and managers who are suppose to use them to guide their decision. Auditable is when we must ensure that the data is credible to employees. Because when something fails we usually blame someone or something else. Vanity metrics does is that they prey on a weakness of the human mind.
 So when something is vanity metrics they don't know for sure it if is one person or is multiple new people. So it can be hard when trying to see if it is one person or new people.

Chapter 8: Explain the words "pivot" and "persevere" in the context of a team's way of doing things.

Answer:We start up with ideas and then we start building if the idea works. When we have persevere we usually can past them but it can vary because some of them can take a while because they might not be easy to get past.

For reading this it is really gets me thinking that running business can be hard if you don't do it right because if you mess up on one thing once it could cost you the company. But reading this book has taught me that there are different ways you can run a company but not just that but it could also be a team. It even has showed me word that I haven't heard of before and which will help when doing business like things. I also think that some of the things in this book could work for our team but we would have to try it first to see if it does.

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