"Rule 1: "The war room and the meetings are for solving problems. There are plenty of other venues where people devote their creative energies to shifting blame."
Rule 2: "The ones who should be doing the talking are the people who know the most about an issue, not the ones with the highest rank. If anyone finds themselves sitting passively while managers and executives talk over them with less accurate information, we have gone off the rails, and I would like to know about it." (Explained Dickerson later: "If you can get the managers out of the way, the engineers will want to solve things.")
Rule 3: "We need to stay focused on the most urgent issues, like things that will hurt us in the next 24--48 hours."
"
Like many films, it hasn't aged very well. It relies on the atmosphere that existed at the height of the Cold War, and a certain atmosphere of darkness and paranoia that's less popular as a plot device in modern times. Also, for a modern audience it would have required better special effects, using methods that didn't exist at the time.
Only if you employ bad or only junior engineers. If you can not deal with priorities, then you have no right to call yourself senior. Especially when it comes to urgent.
Good engineers are able to finish work even if you do not babysit them.
Rule 3 could be dangerous, though. It makes sense when you're in crisis mode, but when you're not focusing exclusively on things that could jump up and bite you tomorrow can lead to strategic tunnel vision -- missing opportunities for big wins because you were too busy chasing small ones.
Not really an issue for them since healthcare.gov sort of became the dictionary definition of "crisis mode," but worth keeping in mind if you're on a project with a more normal trajectory.
Yes rule 3 should be a bit looser when not in crisis mode.
It can be adapted to what can we actually decide now rather than to discuss possible future paths (the more speculative discursive stuff can happen in other meetings).
"Rule 1: "The war room and the meetings are for solving problems. There are plenty of other venues where people devote their creative energies to shifting blame."
Rule 2: "The ones who should be doing the talking are the people who know the most about an issue, not the ones with the highest rank. If anyone finds themselves sitting passively while managers and executives talk over them with less accurate information, we have gone off the rails, and I would like to know about it." (Explained Dickerson later: "If you can get the managers out of the way, the engineers will want to solve things.")
Rule 3: "We need to stay focused on the most urgent issues, like things that will hurt us in the next 24--48 hours." "