Abundant written documents
Posted: Mon Dec 23, 2024 6:07 am
1. Existing regulations
The biggest problem is that people stick to existing rules. People often wrongly think that there is an obligation to do a certain thing. When you ask further, it turns out to be a self-imposed obligation. The experiment that nicely illustrates this is known as the experiment with the monkeys, one banana and cold water, which can be found in many forms in publications on the internet.
The biggest problem is that people stick to existing rules.
Another pitfall is that many people seek their salvation in thick documents. Reports and documentation make a project complex. MS Word really does not help you in your process. These documents become outdated very quickly and have very limited value. What should be important is sharing knowledge with each other and having the documentation available as soon as possible. It is therefore a myth that you do not document within Agile. We document, but we do it differently.
Starting point: make it visual. Create information radiators and hang them on the wall. In this way you have (if you maintain it) up-to-date information, details as far as you want and this always in front of you. In addition, you maintain this documentation with the team so that everyone understands it continuously and you never have hong-kong business email list to interpret. One of the causes of problems during delivery. Do you feel the need to preserve the past? Then do it with photos and you can always go back.
Tip: stay away from pull information (prose that you have to retrieve somewhere) and use push information (current information that is continuously visible to everyone, without searching). Or remove the complexity and there is immediately less need to record. This ensures that you can work easier, faster and more accurately.
3. Everything is important
Also, continuously breaking the attention span is destructive for agile working. Teams are often interrupted in the middle of their process for something that management or others consider important. Context switching is capacity killer number one for people. Experience shows that nine times out of ten it can really wait. Wait until the next agile ritual and bring it in. Is it really a crisis? Then go via the team facilitator, the scrum master, and do not interrupt the entire team. Getting back into the attention span takes time, valuable time.
An important value: focus is a core element of agile working, that alone provides acceleration.
The biggest problem is that people stick to existing rules. People often wrongly think that there is an obligation to do a certain thing. When you ask further, it turns out to be a self-imposed obligation. The experiment that nicely illustrates this is known as the experiment with the monkeys, one banana and cold water, which can be found in many forms in publications on the internet.
The biggest problem is that people stick to existing rules.
Another pitfall is that many people seek their salvation in thick documents. Reports and documentation make a project complex. MS Word really does not help you in your process. These documents become outdated very quickly and have very limited value. What should be important is sharing knowledge with each other and having the documentation available as soon as possible. It is therefore a myth that you do not document within Agile. We document, but we do it differently.
Starting point: make it visual. Create information radiators and hang them on the wall. In this way you have (if you maintain it) up-to-date information, details as far as you want and this always in front of you. In addition, you maintain this documentation with the team so that everyone understands it continuously and you never have hong-kong business email list to interpret. One of the causes of problems during delivery. Do you feel the need to preserve the past? Then do it with photos and you can always go back.
Tip: stay away from pull information (prose that you have to retrieve somewhere) and use push information (current information that is continuously visible to everyone, without searching). Or remove the complexity and there is immediately less need to record. This ensures that you can work easier, faster and more accurately.
3. Everything is important
Also, continuously breaking the attention span is destructive for agile working. Teams are often interrupted in the middle of their process for something that management or others consider important. Context switching is capacity killer number one for people. Experience shows that nine times out of ten it can really wait. Wait until the next agile ritual and bring it in. Is it really a crisis? Then go via the team facilitator, the scrum master, and do not interrupt the entire team. Getting back into the attention span takes time, valuable time.
An important value: focus is a core element of agile working, that alone provides acceleration.