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๐—ช๐—ฒ ๐—ฐ๐—ฎ๐—ป'๐˜ ๐—บ๐˜‚๐—น๐˜๐—ถ-๐˜๐—ฎ๐˜€๐—ธ ๐—ฎ๐˜€ ๐˜„๐—ฒ๐—น๐—น ๐—ฎ๐˜€ ๐˜„๐—ฒ ๐˜๐—ต๐—ถ๐—ป๐—ธ.

Another h๐—ฎ๐—ฟ๐—ฑ ๐—ฝ๐—ถ๐—น๐—น ๐˜๐—ผ ๐˜€๐˜„๐—ฎ๐—น๐—น๐—ผ๐˜„.. Humans aren't designed to multi-task




๐—ง๐—ต๐—ฒ ๐—ฝ๐—ฟ๐—ผ๐—ฏ๐—น๐—ฒ๐—บ

The agile manifesto advocates responding to change over following a plan. I believe this is an admirable aspiration, however too much change can be harmful;


How many times have you experienced any or all of the below pitfalls?

- Teams ๐—ฎ๐—ฟ๐—ฒ๐—ป'๐˜ ๐—ฎ๐—ฏ๐—น๐—ฒ ๐˜๐—ผ ๐—ณ๐—ผ๐—ฐ๐˜‚๐˜€ due to regular priority change or outside interference


- Technical debt has built up to the point that ๐—ฝ๐—น๐—ฎ๐—ป๐—ป๐—ฒ๐—ฑ ๐˜„๐—ผ๐—ฟ๐—ธ ๐—ถ๐˜€ ๐—ฝ๐˜‚๐˜ ๐—ฎ๐˜€๐—ถ๐—ฑ๐—ฒ to focus on bugs or live

incidents


- A build up of work in progress or things being ๐˜€๐˜๐—ฎ๐—ฟ๐˜๐—ฒ๐—ฑ, ๐—ป๐—ผ๐˜ ๐—ณ๐—ถ๐—ป๐—ถ๐˜€๐—ต๐—ฒ๐—ฑ

All of the above can ๐—ฏ๐—ฟ๐—ฒ๐—ฒ๐—ฑ ๐—ฑ๐—ฒ๐—บ๐—ผ๐˜๐—ถ๐˜ƒ๐—ฎ๐˜๐—ถ๐—ผ๐—ป.


When we complete a task, we get a sense of closure. It's cathartic, and when achieved with a team, we get a hit of serotonin which can boost our mood. Constantly switching context or multi-tasking can prevent this.

๐—ข๐—ฝ๐˜๐—ถ๐—ผ๐—ป๐˜€ ๐—ณ๐—ผ๐—ฟ ๐˜†๐—ผ๐˜‚๐—ฟ ๐—ฎ๐—ด๐—ถ๐—น๐—ฒ ๐˜๐—ผ๐—ผ๐—น๐—ฏ๐—ฒ๐—น๐˜

- ๐—”๐˜€๐—ธ ๐˜๐—ต๐—ฒ ๐˜๐—ฒ๐—ฎ๐—บ - Explore together how they can reduce multi-tasking. Retrospect with them and seek to understand where they are currently feeling pain and what experiments they could try to reduce it.


- ๐—ฆ๐—ต๐—ผ๐˜„ ๐˜๐—ต๐—ผ๐˜€๐—ฒ ๐—ถ๐—ป๐˜๐—ฒ๐—ฟ๐—ณ๐—ฒ๐—ฟ๐—ถ๐—ป๐—ด ๐—ต๐—ผ๐˜„ ๐—ถ๐˜ ๐—ณ๐—ฒ๐—ฒ๐—น๐˜€ - Play 'The Virtual Name game' with stakeholders to explore how it feels to be constantly context switching. You can find a video about this game here;


- ๐—˜๐—ป๐—ฐ๐—ผ๐˜‚๐—ฟ๐—ฎ๐—ด๐—ฒ ๐—ช๐—œ๐—ฃ ๐—น๐—ถ๐—บ๐—ถ๐˜๐˜€ & ๐˜€๐˜„๐—ฎ๐—ฟ๐—บ๐—ถ๐—ป๐—ด - Help the team to stop starting and start finishing. Introduce work in progress limits to prevent teams taking on too many items concurrently and invite them to 'swarm' around already committed work to focus on completing them. You may even wish to introduce a question to the daily standup which centres around 'How I can help my team complete our current commitments'

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ยฉ2020 by Chris Stone - The Virtual Agile Coach

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