Rediscovering how (some) A&D programs are managed

I love it when someone (re)discovers a concept. Such a concept is the Declaration of Interdependence for Modern Management at Alistair Cockburn's site. I'll paraphrase a bit from the middle narrative:

The DOI is a 12 step process, that can be seen in domains assumed to be waterfall, dinosaur-ish development domains...

1. Focus on value and watch the flow - IMP/IMS is a focus on increasing maturity of the products and services. Physical percent complete is measured against planned progress for cost, schedule, and technical performance. These three independent variables are inseparable and must be measured as one - the program performance measure.
2. Make the unit of value in the flow small - do weekly earned value, monthly Contract Performance Reporting, with Work Package that cross only one accounting period. This means they are usually 45 days long for a physically tangible deliverable.
3. Engage the customer in frequent interaction - the period is dependent on the size of the deliverable, but Technical Interchange Meetings (TIM) usually occur monthly, and access to the weekly Work Package peformance measures are through the Digital Environment for all to see.
4. Strive for shared ownership - this is a bit harder with DO-178 flight software, but most teams are "collectives" of subject matter experts holding each other accountable for a shared outcome.
5. Recognize that individuals are the ultimate source of value - if you're going to fly to the moon, you'll to retain the best of the best. It's all about people.
6. Create an environment where they can make a difference - how about flying to Mars?
7. Build/design/work incrementally - the weekly earned value assessments are a starting point, but Paul Solomon's Perfomance Based Earned Value (r) is the best guidance for anyone looking how to do difficult work incrementally.
8. Anticipate what you can - embedded risk management is mandated. This means risk retirement, Plan B, Plan C and continuous assessment of emerging blockages to progress as planned.
9. Use feedback - start with weekly EV and measures of physical percent complete within the parameters of Techncial Performance Measures.
10. Help everyone to feel shared responsibility for team effectiveness - what to see grown men (and women) cry? Go to the launch of the "baby" they've been working on for 5 years.

DOI, welcome to aerospace and defense IMP/IMS development as performed on mission critical programs