When Everything is Important But Nothing is Getting Done

-Higher velocity: projects began to be delivered faster.-Higher quality of work: having the support needed meant less shortcuts taken, more testing, and better delivery.-Lower coordination overhead:coordination and support problems were preempted by a single stack rank. It was clear to everyone how work weighed against each other.-Higher satisfacti... See more

- Continue this process

- Identify and fix your organizational constraints -Create a clear finish line

-Do one project at a time, in order

-Sequence projects & commit to that sequence

To sum it all up for the TL;DR crowd, here’s what we did:-Create consensus that there is a problem and alignment around pursuing a solution -Create a unified view of all existing work

I wanted to highlight that there is not a “Just Do This One Simple Trick” solution to challenging organizational problems. These issues build up over long periods of time and form deeply held and sometimes unconscious patterns of organizational behavior. No one intends to build processes that don’t work, but they sometimes implement processes that ... See more

Your goal with any project should be to solve user problems, not just to ship features.

Said inversely, value is created only when someone uses the deliverable. Until something is shipped, zero value is created.

The definition of done we implemented had three key questions for us to answer:-Did it solve the user problem?-Was it deployed to production? -Has it been in use for a ‘long-enough’ period of time?