Sep 2026· Zenodo (CERN European Organization for Nuclear Research)
Abstract
I can generate a working AI specification in about five minutes, and it runs across five different AI platforms without being rewritten for each one. This paper describes the method that got me there and how I checked that it was real. The method is a loop. Build a specification for a job, test it, then pull out the parts that were not about that job, strip the job-specific language, and put them where the next build will load them. Over fourteen builds the extraction got smaller each pass until the specification-writing work was nearly gone. What survived extraction was almost entirely else clauses: what to do when an answer is absent, unverifiable, or open to more than one reading. Handed an unspecified case, a model does not stop. It fills the gap fluently, and the filled version is indistinguishable from the real one. The failure is missing instructions rather than wrong ones. The method's weakest step is the extraction, and skipping it feels exactly like the loop converging. Version discipline kept separate from the loop is what let me find out that I had stopped. I checked my own reading of the corpus by giving the build records to a separate model session with the hypothesis withheld. The limits are stated plainly: one author, one domain, and no measured results.
The results are packaged in the Greenfield Startup Model (GSM), which explains the priority of startups to release the product as quickly as possible, and the need to shorten time-to-market, by speeding up the development through low-precision engineering activities.
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Software startup companies develop innovative, software-intensive products within limited timeframes and with few resources, searching for sustainable and scalable business models.
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The application of agile software methods and more recently the integration of Lean practices contribute to the trend of continuous improvement in the software industry. One such area warranting proper empirical evidence is a project’s operational efficiency when using the Kanban method. This short paper takes a new angle and explores waste in the Kanban-driven software development project context. A preliminary research model is presented for helping the consequent replication of the study. The results from the empirical analysis suggest Kanban can be an effective method in visualizing and organizing the current work, but does not prevent waste from creeping in, although the overall project outcome may be successful.
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