Forbidden Lego Projects

Some look downright dangerous, actually. This is a video of a brick shooting gun on YouTube:

I’m hiding this post from Hunter, though: his last Lego project was an airplane that never quite got off the ground.

But .. what if it had fuel? šŸ˜‰

Forbidden projects are said to be those projects the master builders work on ‘in the back room’.

Unlike the safe-and-sound master builder projects (did you see the cool Harry Potter model a few years ago?), these can run in the realm of, well, dangerous.

The MBs combine bricks, modified building techniques and in a pinch, household materials.

Previous projects include a catapult, ping-pong ball launcher and gun.

Don’t try this at home, folks. Well, unless you buy the book, of course.

Original Post: August 28, 2007

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About Michael Coates
I am a pragmatic evangelist. The products, services and solutions I write about fulfill real-world expectations and use cases. I stay up-to-date on real products I use and review, and share my thoughts here. I apply the same lens when designing an architecture, product or when writing papers. I am always looking for ways that technology can create or enhance a business opportunity .. not just technology for technology's sake. My CV says: Seasoned technology executive, leveraging years of experience with enterprise and integration architectural patterns, executed with healthy doses of business acumen and pragmatism. That's me. My web site says: Technology innovations provide a myriad of opportunities for businesses. That said, having the "latest and greatest" for its own sake isn't always a recipe for success. Business successes gained through exploiting innovation relies on analysis of how the new features will enhance your business followed by effective implementation. Goals vary far and wide: streamlining operations, improving customer experience, extending brand, and many more. In all cases, you must identify and collect the metrics you can apply to measure your success. Analysis must be holistic and balanced: business and operational needs must be considered when capitalizing on a new technology asset or opportunity.

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