OMS Consulting Partners, LLC

Planning Fallacy is a formal term confirming that humans are - by nature - horrible at planning.  The further out the planning horizon, the worse the prediction. Optimism bias, low-balling to gain project approval and just the fact humans can't predict the future all reinforce the need for the small increment, inspect and adapt feedback loop mindset of Agile. Heres some intriguing info from our friends at Freakonomics on the subject... Why Are Your Projects Always Late (And over budget)? http://freakonomics.com/podcast/project-management/

"I think a lot of people just can’t get out of their own way. I think for a lots of companies and governments they would do better by giving people more freedom and they dont for whatever reason." - Mark Zuckerberg - Facebook founder

Radical transparency accomplishes two key things: 1.  It gets us leveraging our best part of us , our "upper level" 2.  It gets us maximizing the most and best thoughts of ALL of us for the best outcome from the best parts of all of us. The result is we put away our egos and the burden of heroism and as a group make the best decisions. https://itunes.apple.com/us/podcast/freakonomics-radio/id354668519?mt=2&i=1000408464664 http://freakonomics.com/podcast/ray-dalio/

Just recently bumped into the concept of "decision latency", which Agile is built to combat when used correctly... First, a rough definition:  T he longer you take to respond to new data, business events, the less value there is in your response. Fast feedback loops, short work increments and regular inspection and adaption help keep decision latency to a minimum with Agile done well. Here's more info on the concept... https://ukcampaign4change.com/2012/03/07/why-prompt-decision-making-is-critical-to-the-success-of-it-projects/

Interesting quote from the founder of Wal-Mart - one of the lowest cost (and largest) but worst customer service retailers...