Reporting things doesn't actually make you think. And just to hear a report that is not necessarily your business is also quite boring. Even if it is for just 15 minutes. Who has participated regularly in Stand-up Meetings understands this sentiment well: It's Not Just Standing Up: Patterns for Daily Standup Meetings
The three standard questions for a standup meeting ("What did I do yesterday? What will I do today? What are my obstacles?") doesn't oblige us to pro-act. I suggest changing them to just one question:
"What am I going to improve next?"
The idea is that each developer will now have to think about: "What I am going to do to solve the problem I am facing at the moment?". It is much more interesting to listen to (and discuss about) proposals for solutions rather than problem reports.
It is common the development team having a lot of opinions on how to solve the company's day-to-day problems. But, unfortunately, most often what happens is that developers just don't talk about it.
The company's environment needs to be accessible to the solutions proposed by the employees. If the development team is not encouraged to offer solutions and doesn't have the authority to implement them, the interest on keep proposing these solutions is rapidly lost.
Improvement Board x Task Board
The concept of improvement here in this context has two aspects:
First, the development team is usually aware of the best solutions for the software problems, because the developers are the people who have the deeper contact with the source code. So, it is very important for a Lean development environment to promote a proactive mindset in developers, instead of "Here we have the Task Board that the developers are running as if they were robots."
The second aspect is that, on the other hand, beyond guaranteeing that solutions proposed by the developers are being heard, in a Lean software development is also very important that the end user is directly involved in these discussions. Because if a task simply does not add any value to the end user, even if it is a great solution, still usually is just a waste of time and money.
Attending meetings lowers IQ:
http://www.telegraph.co.uk/health/healthnews/9108790/Attending-meetings-lowers-IQ-research.html
The company's environment needs to be accessible to the solutions proposed by the employees. If the development team is not encouraged to offer solutions and doesn't have the authority to implement them, the interest on keep proposing these solutions is rapidly lost.
Improvement Board x Task Board
The concept of improvement here in this context has two aspects:
First, the development team is usually aware of the best solutions for the software problems, because the developers are the people who have the deeper contact with the source code. So, it is very important for a Lean development environment to promote a proactive mindset in developers, instead of "Here we have the Task Board that the developers are running as if they were robots."
The second aspect is that, on the other hand, beyond guaranteeing that solutions proposed by the developers are being heard, in a Lean software development is also very important that the end user is directly involved in these discussions. Because if a task simply does not add any value to the end user, even if it is a great solution, still usually is just a waste of time and money.
Attending meetings lowers IQ:
http://www.telegraph.co.uk/health/healthnews/9108790/Attending-meetings-lowers-IQ-research.html
No comments:
Post a Comment