Today was challenging.
It was a long day, and I ran out of energy a couple hours before I was done with my work. I’m not sure what’s the cause, but my colleagues sound burned out. I think we need better skills in collaborating with a dispersed workforce. I can’t speak for them, but it seems as if information is already outdated by the time I get it. It can be hard to keep up.
Organizations, i.e., people, have to adapt – sometimes abruptly. And I also know that change is the only constant. But at what point does the amount of change feel dysfunctional? I guess at the point where one’s capacity for managing change has been exceeded. But, of course, we all have different levels of change capacity, and even that capacity is dependent on the context of the situation.
It does feel like we try to do too much at once. But, again, I’m not sure if I should be more agile or if my point is objectively viable. Doing the back-to-back to meetings on different topics gives my brain whiplash. By the end of the day, if I’m not careful, I would have spent a lot of time doing “stuff” but never making progress on what’s most important.
I’d define the Scrum framework as one where the goal is to create an environment where change can be effectively managed while making progress towards a specific goal. But one of the guideposts is that the entire team agrees to what they plan to accomplish. We control for known distractions and practice discipline with just the right touch of flexibility. We set ourselves up for success in the sprint planning session. There are three guiding questions: (1) Why is this sprint valuable? (2) What can be done in this sprint? (3) How will the chosen work get done?
Note: I got these questions from The Scrum Guide: The definitive guide to Scrum: The rules of the game, by Ken Schwaber & Jeff Sutherland.
At work, when there’s a sense of urgency with almost every task, it gets challenging to prioritize. The Scrum framework accounts for this in the Daily Scrum meeting. This is not your typical meeting – usually, it’s held with everyone standing up and limited to 15 minutes. The only goal is to get aligned on the most critical work that has to be done that day and resolve impediments to getting said work done. At the end of the sprint, there’s a sprint review to inspect the work that was done, and at the very end of the sprint, there’s a retrospective to evaluate how we did it.
I like this process because you determine what you’re going to do upfront. Then, every day, you talk about your progress towards that specific goal and nothing else. Then, you evaluate what you did and how well you did it at a predetermined time. And then you do it all over again. It breaks complicated projects down into more manageable pieces. What I miss in my current role is the connection back to what we agreed upon.
On the one hand, I get to make my own metrics and plan my own day. I really like the autonomy of my job. But on the other, it feels a bit every-man-for-himself.