I really think that the Sharp Tools essay is pretty significant. That's an initiative that I'm really trying to push at my work. In the one essay about how adding people can make a project even more late... I think too few people focus on the significance of partionable tasks -- that is, when you're a tech lead, it's very important to understand what tasks should or should not be partitioned, and equally as important, _how_. For example: If you need two long ditches dug and have 2 workers - you might say "you dig ditch A, and you dig B". Or you might say "You start at the north end of A and you at the sound end -- dig towards each other and meet in the middle. Then, repeat for ditch B" But you would NEVER say "You dig the top half of ditch A, and you dig the bottom half, meet in the middle, and repeat for ditch B". Not enough managers/leaders put an emphasis/importance on understanding how to partition a task -- or that it often requires more than MBA knowledge to do so.
Depends on the ditch. That's effectively how the Loon Lake Powerhouse was constructed. Traversing the entrance shaft funicular you can see the bobble where the upper and lower "ditches" deviated somewhat.
