When you’re trying to set expectations, maybe the only expectations you can set are that we don’t know when we’ll be done. That might be not very favorable in your organization, but what you could do is try asking people to look at the product, look at the service, look at what you’ve done. Look at the outputs of experiments and interviews and see how people are reacting to the product in terms of what you might have already released in the market.
Today I want to tell you a little bit of a story about a festival in England. You know what the English summertime is like. We went to a thing called Pub in the Park in Marlow, and it was raining. It rained really heavily. And we were wondering what to eat and we saw these different stalls and we were disappointed with the food we were getting. I was waiting a long time for my pizza, but I noticed something that they weren’t overloading themselves because they were taking their time taking the orders. They slowed down the arrival rate of orders coming to the pizza stall. So it meant, there was really like a very good flow, that The people were working completely in tandem.
I could see there was a constraint there on the pizza oven. They probably could have done with two pizza ovens and that person seemed to be under a lot of pressure. But they didn’t take on any more work than they had the capability to take on. They were fully utilized but they first optimized their flow.
It was like a really tiny portion for a lot of money. And so we said, let’s get some pizza. And we went to a pizza stall and there was a big, long queue. I asked my family to go in under a tent and I just had an umbrella, luckily, and I had rain gear and I waited in the queue and I was waiting for quite a while.
How do I measure value for a major IT infrastructure piece of work? How do I measure value? Before I even get into, how do I measure value? What is value? A lot of people struggle with this. I wrote an article about this here,what is value really?
I think one of the reasons why the world is in the way it is, is because we over-indexed on a couple of meanings for that.
Why is our definition of done so long? I don’t like to call the definition of done the checklist for how we do things around here. I used to say that because you might be including every single little thing in your process when you do that, but does it have the essential elements of how do we know that this work is don
You shouldn’t be handing work anywhere, you should be collaborating, but you just work together and try to understand that together. And that’s what we expect in scrum. We expect you to collaborate and not run onto your next thing. There are no roles in scrum. We do have accountabilities, but you don’t have like sub roles if you like.
what’s the point in delivering good stuff when you don’t even know who the customer is? Is there such thing as balancing UX with shipping fast in scrum? Is there even such thing as shipping fast in scrum? How can we know what is value when we don't know the end-user? What happens in each box of the Lean UX canvas?