GitBook: [master] 32 pages modified

SUMMARY.md

@@ -50,12 +50,14 @@
 
 * [Purpose Driven Action](executing-at-tvp-1/purpose-driven-action.md)
 * [Output as a Process](executing-at-tvp-1/output-as-a-process.md)
-* [Critical Constraint](executing-at-tvp-1/lean.md)
-* [Behaviour-Driven Development](executing-at-tvp-1/behaviour-driven-development.md)
-* [The real Why](executing-at-tvp-1/the-real-why.md)
+* [Critical Path](executing-at-tvp-1/lean.md)
+* [The Real Why](executing-at-tvp-1/the-real-why.md)
 
 ## Leaving TVP <a id="leaving-tvp-1"></a>
 
 * [Celebrating Goodbyes](leaving-tvp-1/leaving-tvp.md)
+
+---
+
 * [Changelog](https://github.com/thevantageproject/playbook/releases)
 

executing-at-tvp-1/lean.md

@@ -1,20 +1,20 @@
-# Critical Constraint
+# Critical Path
 
 ### The Rate Limiting Step
 
-In the car assembly line, the maximum rate of production is = the lowest common rate of the all components. ONLY the lowest common rate.
+In the car assembly line, the maximum rate of production is = the lowest common rate of all components production. ONLY the lowest common rate of production.
 
-Hence, the input car part that is the slowest \(most lagging\) is what the final assembly out is going to be. All focus must always be to increase rate of production only that step.
+Hence, the input car part that is the slowest \(most lagging\) is the one in control of the production rate. Only a change here, will impact the output.
 
 In chemistry, there exists a similar concept: Rate Determining Step.
 
 ### Solve only 1 problem, the critical problem; at a time
 
-See activity in terms of speed. Find the critical constraint that is reducing rate of progress. 
+See progress in terms of speed. Find the critical constraint that is reducing the rate of progress. 
 
-Only solve that, until it isn't the critical constraint anymore. Then move to the new one.
+Only solve that, until it isn't the critical constraint anymore. Then move to the new critical constraint.
 
 ### Critical path is the shortest path
 
-A string of critical problems solved leading to output is the critical path. It is the most efficient. 
+A string of critical problems solved, leading to the outcome is the critical path. This is the holy grail of productivity. 
 

executing-at-tvp-1/purpose-driven-action.md

@@ -14,38 +14,34 @@ We are taught to start writing what we know, instead of observing the validity o
 
 ### Purpose-First   __
 
-When starting to execute, take a pause. Start with a visual of what is that you want to occur. Then, backpropagate to visualizing the set of activities that will reckon 
+When starting to execute, take a pause. Start with a visual of what is that you want to occur. Then, backpropagate to visualizing the set of activities that will reckon its occurrence certain.
 
 Let that view be persistent during all that you do henceforth, until output is achieved. 
 
 In this state, activity isn't the destination in itself, but a mere run-time requirement.
 
-### Solving a problem
+### 
 
-> Start with a visual of what is that you want to occur.
+### Not all Purposes are equal
 
-What you want to occur, is a User Problem being solved. From this point on, you empower the user to do, something they wanted to do before but wasn't able to. Feel the responsibility. And let that be your guiding light.
+At any given time, a team is optimizing for only 1 of the 4 variables, while keeping others:
 
-
+1. **Speed** Time
+2. **Cost** Time + Re-do.
+3. **Quality** Output
+4. **Control** Predictability ****
 
-### Process Output to Business Outcome
+Often the teams will be going through them in the same order.
 
-{% hint style="info" %}
-This section is specifically for Problem See-er path.
-{% endhint %}
 
-Not all problems are equal. The problem a Problem See-er solves is Business Growth. 
 
-You can't push growth; you can only remove rate-limiting bottlenecks to.growth. Hence, identifying the right hurdles to unblock is the critical constraint.
+### Do less to do more 
 
-Here are the 4 major categories:
+You can't push growth; you can only remove rate-limiting bottlenecks to growth. 
 
-1. **Speed** Time to Output
-2. **Cost** Speed + Effort of iterations/re-doings.
-3. **Quality** Value of output
-4. **Control** Configutability of output
+This goes for individual growth too. You can't change a behavior. You can only change the underlying belief that causes it and then a behavioral change is its mere outcome.
 
-Each problem when solved is going to impact one of these areas. Focus on the one which has the most value unlocking potential. Measure value in direct $ terms.
+Similarily for a team, seeing the better shared common view is the way to create any transformation.
 
-You may find that the most efficient strategy is to attempt them in the same order.
+Our beliefs are our only constraints.
 

executing-at-tvp-1/the-real-why.md

@@ -1,20 +1,32 @@
-# The real Why
+# The Real Why
 
-Outcome
+Understanding the cause of an occurrence, is a non-apparent skill. Most of us are trained to not see the real deeper than what suffices for social acceptance.
 
-Status
 
-Behavior
 
-Belief
+|  |  |  |
+| :--- | :--- | :--- |
+|  |  | 'Why was the product delivered late?' |
+| **Status** | What occurred | 'I missed my timelines' |
+| **Behavior** | What enabled it | 'I put in less than 4 hours per day' |
+| **Belief** | What caused it | 'Delay of a day or two is acceptable' |
 
+Status is always the most obvious answer. And the most untrue. 
 
+Keep asking the why until you reach an answer that you can change in yourself.  
 
-**If the cause is true, everyone would have been late/failed.**
 
-[**https://www.youtube.com/watch?v=7TKiJcNzC44&feature=youtu.be**](https://www.youtube.com/watch?v=7TKiJcNzC44&feature=youtu.be) **@29:30**  
+### Role of Values
 
+Our mind makes decisions based on the value system it is subscribed to. Most of it is learned, through social institutionalization. Not discovered within.
 
-**Keep asking why until you reach an answer that is your fault.**   
+Belief is emotion. Value is intellect. They are interchangeable in their purpose here. Use whatever is your usual method.
 
+When you discover the belief that is hindering progress. Evaluate it really is valid, in this moment. That self-question is enough for change.
+
+There are no objective beliefs, only subjective truths.
+
+
+
+Recommended read: [Five Whys](https://en.wikipedia.org/wiki/Five_whys)
 

leaving-tvp-1/leaving-tvp.md

@@ -29,7 +29,7 @@ Your Profile here will be archived and be made accessible to you in perpetuity,
 
 
 
-### 2. You are not ready yet
+### 2. You are not \(production\) ready yet
 
 Sometimes a role may demand higher productivity than where you are, at the moment. We are likely to be a good fit in due course. But are not, yet.