Good Enough

Hello, artist. You creator, you. Don’t consider yourself an artist? Well, are you making something? Then yep, that means you’re an artist! (Congratulations.) You are translating this THING in your head, this idea, into something you can see/hear/taste/smell/feel, and then you’re most likely getting others to see/hear/taste/smell/feel it, too: Creating and Connecting.

Don’t mind me. I don’t mean to interrupt. I just want to see/hear/taste/smell/feel this thing you’re up to. Wait, you WANT to show me? Awesome! Gee, thanks! So, to share this with me, you’ll have to stop creating. Not forever, I know, and you might not even be DONE, but in the continuum of its creation process, you are showing me one state.

This is a challenge to artists of all types: Is this thing done enough for me to share?

If we had infinite time, money, focus, and other resources, we’d want to make it perfect. PERFECT. So with that ideal in our heads, we keep going. We keep refining. We keep tweaking. We keep… going. We keep… not stopping so that we can ship. And this is bad. Hey, don’t look at me that way. Listen to Voltaire:

Dans ses écrits, un sàge Italien
Dit que le mieux est l’ennemi du bien.

Essentially (from an Italian, yet in French): perfect is the enemy of the good.

Let me ask you a simple question. Do you know the future? Don’t lie, now. No? I didn’t think so. That’s OK, neither do I, and that’s the point. How do you know if this plan you have for this thing you’re making will really matter or create real value? How do you know if this thing in your head is really the best form for it to take?

People stink at planning. (What percentage of projects that you’ve been a part of have ended on time and on budget without continually updating the plan along the way to better match reality?) Scrum recognizes this poignantly human weakness and embraces it by espousing that we ship and ship often; at the end of each sprint, we have a potentially ‘shippable’ product.

At the end of each sprint, you have created a version you can share. For my earlier ScrumOfOne stories, they were ones I would share with… me: personal utility, whether it was more frequent use or a deeper use.

I started ScrumOfOne (talk about incrementally evolving THIS idea…) when I first moved into my current place. The floors were a mess, the bathroom sink was disgustingly clogged, and everything I owned was suddenly piled into my kitchen. Now what. You prioritize. The kitchen sink became a safe zone – I would shave there for a while, overlooking Mass. Ave. The toilet became lickably sterilized – my butt is high maintenance. The shower was scrubbed, but not gleaming white – baby, but solid steps for survival before living with some luxuries. The fridge doesn’t have to be wiped before populated with sustenance.

What type of artist was I then? I was desperate. I was crafting a livable space – for me – which was good enough (great for a time). And now, she and I are crafting this space for us – which is great (awesome going on awesomer).

First strive for Good Enough. Get to Great later.

You might find Good Enough IS Great, but that’s a Taoist revelation for another time…

Hide And Seek

Ever play ‘Hide and Seek’? At work? Try it some time – it’s what the cool (and productive) kids are doing.

The idea of a Sprint, a block of time to do stuff, is simple. And there’s magic in the web of it.

It is magic in that it protects a constant while still embracing change. Before a sprint, you set up what you will do for that duration – this list is called a Sprint Backlog. Once you enter the sprint, this magic box of time (I do two weeks), your Sprint Backlog is shielded from the weather. It might be calm and sunny, where you’re not really pressured to deviate from the plan. Other days, you might be in the middle of a crazy sand storm & hail front, where you’ve got what feel like forces of nature vying for your attention. Regardless, unless it is something catastrophic, Scrum espouses that you stick with implementing the Backlog for that Sprint; changes in priority and direction are handled in the Product Backlog (the larger list of things to do), which is then addressed in between Sprints. This allows you to get stuff done and not be affected by emergent distractions, usually changes in direction. Simple, yes no?

This is a strategic modus operandi. Let’s adapt this thinking to the realm of the tactical.

In the corporate environment (ah, cube land), you’ve got meetings, folks walking by and chatting, and guys flying stunt maneuvers with their (awesome, yet annoying) toy helicopters. These are distractions. Sometimes, they’re welcomed. Other times, when you’re in the zone or earnestly trying to get stuff done, they suck, and the DJ Tiesto-grade headphones that you bought for yourself as a Christmas present blasting progressive house don’t drown out the high-pitched whirring of spinning blades. Let’s apply some of the magic from Sprints and lessen the suckage:

Play Hide and Seek – block out time, space, and attention.

Block out time: Go into MS Outlook. Got a couple of hours that you would like uninterrupted? Create a meeting with one mandatory attendant – you! (awww…) Now when others are setting up a meeting that includes you, they’ll look at other available times, or think they’re super-important and double-book you while apologizing. (booo…)

Block out space: Go to a conference room. Hide. Wouldn’t it be cool if they made grown-up versions of Study Hall? It’s a sacred place where work gets done. Phones and pagers are silenced.

Block out attention: Turn off instant messaging. Turn off email. Do you really need to know the second you get an email via a pop-up in the lower-right corner of your screen?

Got any similar tactical tools you’d like to share?

Story

I went to a really long party. (How long was it?) It was 8 blocks long! (That makes no sense!) They closed down Newbury Street!! (BUT THAT’S DISRUPTIVE!!!) IT WAS AWESOME!!! (GET A HOLD OF YOURSELF, AND stop shouting – it’s your own blog.)

Last Thursday was Fashion’s Night Out. Newbury Street was closed down to make way for fancy cars parked outside of fancy clothing stores with fancy people prancing around wearing fancy clothes and looking all fancy. And really really important. And cool.

Random red carpet and bands on every block aside, it was fitting to strut into a pop-up store. I’m still not entirely sure what one of those is either, but I walked into one. There was an outfit that made tailored suits, a gal who made bow ties, and then there were the guys in the back.

Hey, wanna hear our story?

That worked. I was intrigued – somebody had a story to tell me (What’s special about that?) – it was their own story. These entrepreneurs were showing off their side business: colored collar stays. (How the heck do you see colored collar stays?) You see colored collar stays through holes in shirt collars. (Don’t say they were selling shirts with – ) And yes, they were selling shirts with cut-outs in the collars.

They were excited. They had samples – hand-painted prototypes. They had the sacred holey shirts. They had business cards. They had a website from which you could order this new-fangled thang they introduced into the world. They had smiles. They had pride.

I quietly listened to them play ‘show & tell’. You would, too. They were in the zone. They were sharing a story that was their very own. They wanted to leave their mark on the world. They wanted to leave their legacy. It started with a story.

What’s your story going to be?

Proof Of Concept

Got a grand idea? Is it… too grand? If you think it is, then you’re right: it is. This idea may be a vision, a Scrum story too large to tackle in one sprint – that’s why they’re called ‘epic’s. You think about the logistics for getting it done: you break the epic down into smaller stories. You do the Scrum thing, and now each story is independent, negotiable, valuable, ‘estimatable’, small/specific, and testable – all that good stuff. Yet, while they’re now small enough to tackle in a sprint, it might not do anything to increase your confidence level – you still can’t see this grand idea come to fruition.

Take some time to convince yourself – set up a story that is a proof of concept. Craft a story with a definition of done where you will be convinced that this seemingly lofty goal is indeed attainable.

Congrats – this is your Version One.

I see a couple of ways to set up stories towards an epic. You can start with the epic in all its grandiosity and dissect it into what are essentially building blocks: get this part of it done, then that part, where some of the later parts will build off of the previous ones. The problem with this is that you are working off of one version of the vision that does not allow for evolution. As you’re building up to this blueprint, what if the vision changes? Now you have stories done (components built) with a specific purpose in mind that might not be easily reused – waste.

The other way to eventually materialize this epic is to ‘get to done’ a version that is scaled down – a proof of concept. Scrum espouses shippable product at the end of the sprint, and I see this partially to the benefit of product development; the sooner the product ships, the sooner it can get into the hands of the user, the sooner feedback can be harvested and analysed, and the sooner we can get updated on how to keep building this product – if at all! Abandoning ship is always an option, and isn’t it much better to figure that out sooner rather than later? Steering the product in very different direction is also a decision that’s better to get to sooner rather than later.

Now, iterate. Take this Version One and incorporate feedback into the vision you’re building towards, the grand idea that may be evolving. This is how you take versions of ‘good enough’ to ‘great’.