WHO WE ARE
We are all volunteers, from all over the world, completing WIKISPEED backlog items on nights and weekends because we think it is worth doing. The gentleman who founded the materials science lab at MIT is on the team. A lady who was a tech at Apple Computer and worked on the first multimedia PC is on the team. We have electrical and mechanical engineers who have done work for the U.S. Air Force, Lockheed Martin, NASA, and others. The gentleman who oversaw and managed the largest military research facility in the world is a member of Team WIKISPEED. And more than a hundred interested and energetic housewives, househusbands, kids, environmentalists, automotive enthusiasts, artists, musicians, web developers, composite technicians, accountants, lawyers, project managers, mechanics, fabricators, and more. We want to work with you, no matter where you are in the world and what you background and skills might be.
ETHICS & PRINCIPLES
- If I give money, time, cookies, or supplies to WIKISPEED and WIKISPEED is profitable, WIKISPEED will pay me back the value of what I put in plus interest commensurate with their level of success. I can choose not to accept repayment, but WIKISPEED will make reasonable attempts. This is based on value, not quantity (in hours, pounds, dollars, or word count).
- If I give money, time, cookies, or supplies to WIKISPEED, I have no claim on WIKISPEED or its decisions or what it does with my resources after I give them. Other than tenant 1 above.
- If I share my best thoughts and work with WIKISPEED, WIKISPEED can use them at no cost, and I retain rights to reuse or protect my ideas unless I opt to bequeath them to WIKISPEED or the Public Domain.
- Equitable distribution of wealth.
- Avoid profit from waste (e.g., buying a competitor to shut them down). Grow profit based on visible value.
- If we focus on profit over value to customers, we will obtain neither. If we focus on visible customer value over profit, we will profit.
- Use less stuff (Lean) wherever responsible.
- Make decisions at the last responsible moment; this is when we know the most. But be careful not to wait until it is no longer responsible. We never make a decision before we have to just to “get it out of the way.”
- Start with the minimum useful solution (porters on roller-skates over a mail chute), then iterate aggressively to improve visible value and efficient sustainability of the solution.
- Morale is a multiplier for velocity.
- We trade estimated future states for knowing the most about our current situation and make changes quickly (Agility).
- Trust our team. This avoids a culture of CYA, which slows down innovation and kills morale. For example, a company that spends $6 million on intranet security preventing employees from seeing documents above their salary level so as to avoid leaking potentially libelous documents, could instead spend that same $6 million having interns and attorneys aggressively helping all levels of the organization identify documents that are potentially libelous, which are usually a sign of unethical action, coaching them on how to rectify those situations ASAP as a company with help from all levels of the company.
- Replace a document with a conversation. Instead of writing a specification document, have a white-boarding conversation in a room where as many other team members as possible can overhear. Take pictures of the white board when you are done, and email the team. Documents have a maintenance cost. Produce self-documenting work—a car with a navigation that teaches you how to use it instead of a manual. Can you imagine if Internet Explorer still shipped with a manual? We expect it to be self-explanatory. Documents are a hidden expense, requiring editing and rewrite to match the current version.
- Try not to do something alone; pair with another team member whenever responsible. This aids in knowledge transfer and avoids requirements for documentation.
A LITTLE ABOUT OUR FOUNDER
Joe Justice is a consultant at Scrum, Inc., a TEDx speaker, and coach for agile hardware and manufacturing teams around the world. Scrum, Inc. is the principle thought leadership and training body on Scrum and agile development. He is the founder of Team WIKISPEED, an all Scrum volunteer-based, “green” automotive prototyping company, with a goal to change the world for the better. Joe consults and coaches teams and companies on implementing Scrum at all levels of their organization, both in software and physical manufacturing. Joe has been featured in Forbes 5 times, CNN Money once to date, interviewed by Fast Company, featured on the Discovery Channel, and other media outlets globally for his work reducing time to value in companies globally and within the non-profit social good do-tank, Team WIKISPEED.
Joe founded Team WIKISPEED in 2006, and with the distributed, collaborative, volunteer team tied for 10th place in the Progressive Insurance Automotive X Prize and in the process formalized eXtreme Manufacturing, a process adapting the fastest moving methods of fast moving software startups to non-software development, testing, and manufacture. As a result, he is lucky enough to serve on the board of advisors for groups from aerospace engineering to manufacturing to education. Joe has spoken and/or launched teams at UC Berkley, Cambridge, Google, Microsoft, Boeing, Lockheed Martin, Raytheon, John Deere, and others; in Vietnam, India, China, Switzerland, Germany, France, Romania, the UK, Brazil, Canada, the United States, and others. Lucky for Joe, this is tremendously enjoyable and rewarding work, resulting in faster time to value in industries from medical devices to construction.
If you are interested in having Joe present, consult, coach, or train with your team, please visit http://scruminc.com/services/, send an email to Justice@ScrumInc.com, or call (617) 225-4326. Let’s do AWESOME together!
WIKISPEED is redeveloping automotive control using the open-development Arduino and Netduino platforms.
Our team of talented volunteer hardware and software engineers is finding new and interesting ways to modularize the functions of controlling the WIKISPEED car. These will allow drop-in replacements for sub systems without having expensive reengineering when the customer or market dictate change.
Our tablet-based dashboard will allow the customization of instrumentation to suite clients’ preferences without any actual changes to the hard structure of the car. The possibility of changing the car’s security systems from RFID to biometric by simply changing the System Access module is an example of how this abstraction of systems allows for an almost infinite set of permutations of configuration.
As well as using open-sourced hardware platforms, the team is also using the open-development project of Fritzing labs for the design and fabrication of its PCB and the distribution of design ideas between the team members.
This ideal of collaborative working is part of the DNA of WIKISPEED, and all contributors are able to share code through our Sourceforge repositories where you will find all the Fritzing files and source for the developments we are undertaking.
If you feel you have a talent that you can offer or help in the development in some way, please contact the team.
—Peter Baines, Head of Hardware R&D
WIKISPEED extends great thanks for great products and work to Alibre Design CAD software, Ampstech FEA software, Skunk2 Racing suspension products,Hondata automotive electronics, Carhartt fire-retardent work clothing, Rubbermaid Commercial Products, Mohrcomposites composite prototyping, Advanced Autometric mechanics and fabrication (Hillsdale, MI, USA), South Seattle Community College, Frizting circuit design, EmbeddedAT electronics rapid prototyping, and many, many more organizations and individuals.
WIKISPEED thanks Photography by Cecilio for beautiful photo shoots.