personal touch – Page 6

Tornadee

Thinking back, the concept was a little trippy. There was this cartoon about a couple of tornadoes: a mama tornado and a baby tornado. The baby tornado is a little messy, yet definitely not as destructive as the mama tornado, and some cartoon character isn’t so appreciative of the little one’s Midas touch, so he tries to capture and put an end to the baby tornado. Luckily, the mama tornado swoops in at the nick of time and ‘saves the day’. My brother and I would call that baby tornado a “tornadee”. (The actual cartoon differs slightly from my recollection.)

When a team is created, there is a usual progression of development that moves from forming, to storming, to norming, and finally to performing.

Regarding my ScrumOfOne team… of one… I’ve already formed. (I’ve met myself. I’ve shaken my own hand. I did the trust fall exercise. It was embarrassing.) Before I get to performing, where I’m reliably completing ScrumOfOne stories with a sustainable and improving velocity, which is after I get to norming, where I’m completing ScrumOfOne stories with some consistency and smoothness in ‘working mode’ (living mode?), I would have to get through storming. This is where the different aspects and members of #TeamMerrill are still figuring out how to play well with one another, so beyond sounding schizophrenic, it can look a little messy.

Thus, lately, I’ve been a tornadee. (It’s a stretch, I know.)

Standard Scrum practice says to get through three Sprints before determining an average velocity one can work with, particularly for planning scope per release. Until velocity stabilizes (things are smooth), I think it’s fair to say the team is storming (things are rocky); a low-varying velocity is indicative of a well-oiled machine of a team.

As I enter Sprint #3 of restarting ScrumOfOne (Sprint 143), man am I seeing how I am not yet sustainably developing. And this is fine. I’ll get there. Sprint 142 had a velocity of 45 points, which is more than Sprint 141’s 37 points, but I’m still not getting all of my committed Sprint Backlog complete, which means a lot of my story points are coming from emergent stories. This is something I’ve been blogging about for the past two posts, which, besides being a fun brain dump, is most likely a subconscious suggestion to do something about it.

The Kaizen Story for Sprint 143 is thus to monitor which stories get implemented that are emergent and not related to my Sprint Goal. I’m setting up a relevant buffer of 13 points, which is about a third of my Sprint Backlog. This should help me get to norming then performing. I’m kinda doing being a tornadee. It’s 2014 already.

Suddenly Deserve A Cupcake

My roommate, sophomore year in college, had a few phrases. My favourites were the euphemism of “intellectual clutter”, and the toothily grinned “treat yourself“.

(He also had a classy way of explaining vectors that involved demonstrating the resultant vector with a directional bobbing of his head between outstretched arms, his longer hair waving behind him like the circular ripples spawned when skipping stones at a steamy summer soiree. (My explanation of vectors is less classy and more… phallic. (That’s because vectors have both magnitude and direction. (Now you can’t unlearn that. (You’re welcome.)))))

This blog post is a continuation of the last, where I talked about leaving room in your Sprint for both the planned and unplanned, allowing yourself to be both proactive and reactive, where stories are thus either strategic or tactical. I can’t help but picture a yin-yang symbol at this point, so the Taoist in me is high-fiving me (from within) (odd… deep… deeply odd?) over my incorporation of balance into Sprint Planning. So let’s address value and effort, specifically for these ‘tactical’ stories that suddenly arise from time to time, by stepping through the Product Owner’s point of view.

The Product Owner is in charge of the vision of the product. For my ScrumOfOne, I view myself as a package of products (Merrill the musician, Merrill the financial responsible, Merrill the home dweller, etc.), each with its own vision. From any particular vision, there are epics, which are just large stories, which are broken down so that they are small enough to be taken into a Sprint, but within the context of its product backlog, a story has both value and effort. Value is indicated by its priority in the backlog. Effort is indicated by an assigned number of points.

All those items in those lists (stories in Product Backlogs) stem from a vision by the Product Owner.

So whether the Product Owner is telling the team to keep implementing stories from the Sprint Backlog (the planned), or to address issues that have suddenly arisen that can’t wait for the next Sprint (the unplanned), the direction is given based on what will get us closer to the Product Owner’s vision. Using this motivation, we will generally work on the thing with the next highest priority (subject to other Scrum principles like reducing work in progress to reduce waste and completing the Sprint Backlog to increase morale and allowing team self-management). Thus, if an unplanned task is suddenly a story with value, then like any other story towards a product vision, it should get points assigned for effort.

Is this cheating?

All I have to do is say that what I’m doing is good for me (something towards a product vision), and I suddenly deserve a cupcake (give myself points for the ScrumOfOne Sprint Backlog).

It sure feels like cheating, especially since it seems almost too easy! If I take my lady out on a date, I get points for a story completed that would have been from the ‘Be a good partner’ product backlog. If I have a friend visit, I get points for a story completed that would have been from the ‘Be a good friend’ and ‘Have a welcoming home’ product backlogs. If I get inspired to work on a project, I get points for a story completed that would have been from the… product backlog associated with that project.

In the corporate realm, sudden stories are taken in and worked on by the team, so you can bet your socks there are points associated with that effort!

Taking this to the extreme, you could be in extreme-reactionary mode, only doing things that come up. In the software realm, this is like only making bug fix releases and never building new features. In the ScrumOfOne realm, this is like only reacting to life and never taking initiative.

The second half of the Interrupt Pattern addresses this by programming an automatic abort of the Sprint if the buffer for unplanned activities overflows. So if the buffer for tactical stories is 15 points per Sprint, and the green light is given for a story that would mean we would complete 16 points or more of stories that were not from the Sprint Backlog, the Sprint pre-maturely ends and there is another re-planning. This drastic measure sheds light on the evident misalignment between planned priorities (Sprint Backlog) and actual priorities (embracing all interruptions).

So (…I tell myself…), if something comes up that is technically a distraction from the Sprint Backlog yet not a total mess (intellectual clutter), then feel OK taking it. Just remember to give yourself points afterwards (treat yourself).

Regularly Scheduled Chaos

Oh – hey! I almost didn’t see you there. You know. From up here on the bandwagon. The view is great. But you’re not here for that. You’re here ‘caus-

Snake Oil! Snake Oil! Snake Oil! Get some now! It’s great for what ails ya! Anything! Anything at all! Grandma got bunions? Papi got the sniffles? Then Snake Oil is for you! Apply directly to the forehead! Snake Oil!

Geez, don’t you hate that? Here we are, having a nice conversation, you down there, me up here, on the bandwagon, out where the deer and the antelope play, and out of nowhere we get interrup-

Fording a river? Who isn’t nowadays! For these hazardous trips, don’t risk it! Leave it to the experts! Let us at Caleb’s help you with some of our special caulk! Caleb’s Caulk! Don’t leave home without it! Caleb’s Caulk!

…interrupted. You can’t predict these things. (Unless, of course, you can …at which point please help me with trading Bitcoins.) You just have to be ready to roll with it (chaos), and I recently learned how after my last sprint (scheduled life).

See, Sprint 141 was my first one back after not doing any disciplined self-Scrumming, so I planned to do all this stuff. I had all this energy at my personal Sprint Planning session, where I looked over my Product Backlogs, grabbed the top-prioritized stories, threw ’em into the Sprint Backlog for Sprint 141, and was all like, “Yeah! I’m gonna DO this! Do it all! All the things!”

Yyyyyeah – no. I did not.

My Sprint 141 velocity was 37 points, which is respectable for me (more on how I’ve assigned points to personal/ScrumOfOne stories in a future post), but in the Retrospective, I looked at the stories associated with those 37 points, and noticed two things:

I didn’t get done even half of what I had planned for that two-week period.
I got a lot of other stuff done.

This ‘other stuff’ was mainly in reaction to unforeseen …interruptions, e.g., a buddy visiting, striking while the iron is hot for a surprise date, sudden extra work at …work.

So there I was, at my own personal Retrospective, feeling both good and bad at the same time. Good because I got a decent amount of stuff done – I was productive! Bad because half of my accomplishments weren’t from the planned Sprint Backlog, which meant they weren’t the top-priority… the things that would move me most towards the respective visions per personal Product Backlog – I was not efficient!

This last part is a downer. It’s a downer because I had done this all the time: planning to do a set of things over two weeks, and at the end of the two weeks, never getting them done. I have thus been injecting into my own life regular opportunities to show myself that I can’t get done what I planned, snowballing evidence of my inability to both commit and commit to myself! What’s a mother to do?

For just such situations (corporate teams encounter this, too), Scrum co-founder Jeff Sutherland recommends something called the ‘Interrupt Pattern‘. Essentially, be flexible to sudden direction changes by planning for less. Sprint Teams can do this by adding a buffer of points into their planned velocity, where this buffer is a placeholder for stories that suddenly crop up, like dealing with hot issues from a customer or a freak Y2K bug that was latent for 14 years.

For ScrumOfOne-rs like me, this means committing to fewer stories at the Sprint Planning, knowing that I will make up the rest of my bi-weekly productivity with either tactical accomplishments (reacting to life – stuff just came up) or strategic accomplishments (living proactively – stuff off my Product Backlogs).

This improvement to Sprint Planning was the more interesting Kaizen to come out of the last Retrospective. The piece of improvement I’m applying to this Sprint 142 is to push daily to complete a planned 1-point story. This ensures I’m doing something each day to refine myself. Today, that 1-point story is pumping out the weekly blog post.

Tomorrow, that 1-point story might well be to buy some of that caulk I’ve heard so much about…

Hello – Is It Me I’m Looking For?

I can see it in my eyes.
I can see it in my smile.
I’m all I’ve ever wanted.
And –

…if we check out the System page of this blog, we see how this whole ScrumOfOne set of practices I’ve forged actually increases my Inner Peace.

Man does that sound awesome – I want me some of that existential goodness.

Sometime before the home settling, the wedding, the move, the move prep, and the wedding prep, I stopped being fully engaged in applying Scrum principles to my personal development. I had been working off of a Scrum-Lite process where, yes, I had a backlog, but it was to keep track of the things to which I was largely reacting. While the days were focused on mostly logistical issues, and rightfully so, what was missing was personal growth, and the accompanying Inner Peace.

Now that things have calmed down, with the state of the home being that folks have been able to stay over without being warned to mind the ~~bear traps~~ duffle bags and to watch out for that ~~tree~~ box, I’ve returned to putting things in a number of personal backlogs, prioritizing them, and siphoning off a few into the current sprint. And just the process of doing all that has felt grrrrreat! The relief has come less from knowing where I am going and more that I am not missing anything. I can’t get all the things done now, but they’re not forgotten, and the most important stuff is getting addressed. Very Scrum. What’s that tingling in my toes? Oh yeah. Inner Peace.

So I’m back on the bandwagon, and man do I not want to fall off and lose my growing Inner Peace… or… get dysentery.

Want more transparency? Fine. I thought it would be enough to tell y’all that I’m wicked pumped to be back in the game, but you’re egging me one… I’ll publish my velocity and the Kaizen story so y’all can learn along with me. There. You’re welcome.

The more important bits of Kaizen will fall into an improved System page – I’ll update that section to reflect what has been practical and repeatable.

First piece of Kaizen (for Sprint 141, which is the number of paychecks I’ve received, with a biweekly schedule that conveniently aligns with the sprintly schedule): Actually read the Sprint Backlog each morning. It’s simple, but this is the piece of adaptation that is independent, negotiable, valuable, ‘estimatable’ (such a clumsy word), specific, and testable that gets Scrummin’ back into my daily routine. And Inner Peace. Let’s not forget that.

Find Your Path via Scott Adams

Career advice from another cartoonist? Yep! Scott Adams does the Dilbert comic. As a kid, I remember reading those and thinking they were just OK. And then I entered Cubicle Nation, and I’m now embarrassed to admit how funny I find ’em. I wish I could go back to my younger self and say, among other things, “Yo, hi, it’s me, you. I know, in the future, you rock. I’m not that good with time travelling, my flux capacitor prototype isn’t stable, so while I’m here, get this… You’ll lose the braces, you’ll get those Dilbert comics, and you will lose your virginity, but that’s not until you’re – ”

In a 2007 blog post, Adams gives what I think is some pretty simple and genius life advice. When given the following two options:

Become the best at one specific thing.
Become very good (top 25%) at two or more things.

Look behind door number 2.

I like how he says it:

The second strategy is fairly easy. Everyone has at least a few areas in which they could be in the top 25% with some effort. In my case, I can draw better than most people, but I’m hardly an artist. And I’m not any funnier than the average standup comedian who never makes it big, but I’m funnier than most people. The magic is that few people can draw well and write jokes. It’s the combination of the two that makes what I do so rare. And when you add in my business background, suddenly I had a topic that few cartoonists could hope to understand without living it.

Unabashedly lifting from his writing again:

Capitalism rewards things that are both rare and valuable. You make yourself rare by combining two or more “pretty goods” until no one else has your mix.

So here we have a formula for combining your skills (ability), your passions (desire), which count because if you’re really into something then it’s easier to focus and put in the time to get good at it, and marketability to some degree (value), which derives from the uniqueness of your personal combo of what you’re “pretty good” at.

You’ve been on this planet for a little while already, so you’ve been able to get into things. What three things would you call yourself pretty good at?