Modellers all learn about the different components of transit trip travel time, and the “perceived” weights that people put on them. It’s a useful insight into how transit works, and I find it’s a great exercise for testing how “useful” a new transit service is. The trouble is, after learning about weights, everyone wants to customize them – for their economic analysis, for one component of their model, etc. And analysis quickly gets inconsistent. Here’s why I think that’s often a bad idea – and why I think the weights used in transit assignment should be applied, unchanged, for all other parts of analysis. (And it’s not just me – the US Federal Transit Administration made this exact point in a 2006 discussion.)
Suppose that we have a four-stage model with different transit time weights: Continue reading Consistency in Time Weights
What makes a big organization work well?
Prior to my current job, my full-time working life was mostly in smaller companies. But working in a big company is a very different beast – making many teams and divisions move together is quite a task.
Some time ago, a friend pointed me to an interesting Wiki discussion on project management ideas. I followed a few threads there and stumbled on a fascinating book: Organizational Patterns of Agile Software Development by Coplien & Harrison.
It’s essentially a collection of ideas for improving organizations: building, healing, repair and growth. It’s written in a straightforward, browseable format: “if you have this problem, try this idea to fix it.” The book’s written for the software industry, but I feel most of the ideas are applicable in a wide range of fields.
Reading the book, what did I take away? Continue reading Organizational Patterns