The Hamzanama Is an Example of a Work of Art Commissioned for What Purpose?
Most of u.s. in the Information Engineering earth are busy people. We are certainly in the age of push technology overload and minimizing wasteful piece of work at personal, professional person and corporate level is a abiding goal.
From the Active Manifesto, there are twelve principles[1] related to software commitment. All the principles still have deep meaning 15 years after the institution of them, merely 1 that repeatedly resonates with me is the tenth principle: "Simplicity–the art of maximizing the corporeality of piece of work non washed–is essential".
When I've asked people who have been in the It manufacture for a long time, they will often question the idea of "maximizing the amount of work not washed". Why would one maximize not doing something? Well, the concept shouldn't be that tricky to empathise. Let me provide a common instance.
For me, context switching is a daily challenge to manage. In my job, there are abiding interruptions in the form of calls, Instant Letters, texts, emails and the onetime fashioned tapping on my shoulder. I've had an one-time, rather bad habit of wanting to "go along my inbox" clean and checking my electronic mail throughout the day. Apparently I'm not the only one since over a third of Americans follow me in this practice[2]. This is a productivity killer since I'g always switching between focused work and my emails. This doesn't follow the Kanban-inspired "Stop Starting, Offset Finishing" mantra.
So more frequently now, I keep my electronic mail airtight throughout the day and only become into it similar to spelunking into a cavern. Bank check it out just a few times a twenty-four hour period. Productivity appears to have risen since I discover myself finishing more earlier going on to the next job. So this is almost maximize the amount of work not done. Don't check on email regularly since it'southward a productivity killer.
Now let's take this Lean-Agile principle to the software development globe. From Donald G. Reinertsen'due south volume, "Flow"[3], there is a balance betwixt the frequency of any transition (i.due east. checking your email) and the holding cost (i.e. others waiting for yous to respond your email). This balance is very catchy to meet since it is dependent on the situation. If you get urgent emails daily that require instant attention (production system alerts, major support incident, etc.) so checking your email frequency would be necessary.
See the below overall conceptual chart of how to maximize your flow. Sometimes, maximizing flow is clear and easy when at an individual level. However, at the organizational and team levels it becomes far more complicated. Just through tracking and measuring the results will you be able to determine the optimum place of maximizing the work not done. Note sometimes the results volition exist surprising!
So take for case Scrum ceremonies like backlog refinement, sprint planning, sprint reviews, sprint retrospectives and of course, the daily stand up. If we consider the daily standup, many team members often detect information technology a "waste matter of fourth dimension". That may indeed exist the example. For instance, if the team is collocated and regularly talk together, they may already take this key points of a stand up known to each other. Using tools like Jira, TFS, CA Technologies (once Rally), VersionOne, etc. volition too decrease the "chatter". In this instance, reducing the number of standups may actually be the best remedy and increase the amount of work not done.
Scrum has a fix of tools with a recommended set of cadences that should be synchronized in guild to simplify commitment and therefore maximize the piece of work not washed. This recommendation should be adjusted based on the needs of the organisation. Scrum is flexible, but withal organized simply at a different levels.
A diligent leader will e'er be seeking for these areas of waste matter and pointing those out to their staff to address their own organizational bottlenecks, reducing the amount of waste. For case, I've seen the Outlook agenda for a specific CTO in a large retail company where his schedule was booked pretty much 100% from normally 7am – 5pm every single day. Akin to a freeway at 100% usage, this brings his productivity down to a minimum where working early on mornings and evenings becomes necessary for daily work and less on longer term vision, innovation and growth. He should focus on maximizing that piece of work not done by blocking out time for completing priority work and thereby freeing up the resulting traffic jam for unexpected events.
So when yous are in the middle of your busy work twenty-four hour period, remember to continuously seek ways to maximize that piece of work not done. This is a never catastrophe process and will always demand action or otherwise subtract your enterprises' power to perform.
[1] http://agilemanifesto.org/principles.html
[two] http://www.businessinsider.com/how-often-do-people-cheque-their-e-mail-2015-8
[3] http://ardalis.com/principles-of-product-development-flow-book-review
Source: https://www.cio.com/article/238531/the-art-of-maximizing-work-not-done.html
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