Triple Eight

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List of methods / Design and innovation

This is a shell article

Name and history

Originally developed as a part of the early DSDM consortium

The idea is three groups work on the same concept over a period of 24 hours, with each having 8 hours at a time to develop the concept, hence the name triple eight. The first group is given the design brief but the other groups are only provided with the output of the previous group.

Ideally, the three groups are distributed around the world so that once one group has finished the next can pick up the work and then the next till 24 hours has elapsed.

Here, as with Constructor theory, the variations on the theme are explored allowing for a richer set of options and ideas to be explored.


Prior knowledge

Mutation and stress JAD (may need an article we can link

Factual description of what is needed together with lists of materials and the physical environment needed. Default is physical but see later section.


English text with any general instructions to be given at the start

For a minor method the table may be omitted

first instruction first set of tips

Do's and Don'ts

Simple bulleted list including common mistakes

Virtual running

Default is to state that it cannot be until we have developed and tested practice. If it can be run virtually then we describe it here.

It is acceptable to add a third column to the workflow if needed


Link to other articles on this wiki if they are relevant.


Specific articles can be referenced here

Blog posts

Link with commentary


Link to case articles here or third party material

Related methods and approaches

Similar principles can be found in the Toyota design practice which Alan Ward referred to as Set-Based Concurrent Engineering (SCBE). The practice does not look at efficiency but tries to ensure as many design options are explored in parallel. The practice was discussed in SMR paper titled 'The Second Toyota Paradox: How Delaying Decisions Can Make Better Cars Faster'. The Toyota practice uses a series integrating events when the options are reviewed and the non-viable options are culled. This goes on till there is one option which is then developed. [1]

  1. The Second Toyota Paradox: How Delaying Decisions Can Make Better Cars Faster. Ward, Allen; Liker, Jeffrey K; Cristiano, John J; Sobeck, Durward K II. Sloan Management Review; Spring 1995