Why we stopped breaking down stories into tasks An Article by Adam Silver adamsilver.io The Scrum process says to break down stories into tasks to make estimation easier, encourage collaboration and to be able to show more granular progress during a sprint. But after a few sprints, we decided to do the next sprint without creating tasks. As a result we drastically increased our velocity and never went back. Here I'll jot down some of the reasons we decided to do this: Breaking down stories into tasks is time consuming The tasks we came up with invariably would change as we worked on the stories Tasks are repetitive Tasks were often carried out in parallel Our estimates didn't improve It decluttered our task board It encouraged collaboration throughout the sprint While we started our process by following Scrum to the letter, we soon realised that breaking down stories into tasks was something that wasn’t worthwhile for us. In the end we realised that it was overplanning and poor use of our time. In the end we used that time to get on with the work and deliver at a significantly faster pace. Why We Don't Do Daily Stand-Ups at Supercede agile
Reversibility of perspectives Irwin's thinking was informed by the writings of Alfred Schutz, a follower of Husserl, ...[who] had noted that typification was at the basis of the assumption of the reversibility of perspectives, which was a condition for the possibility of intersubjective experience and the notion of a shared, commonly experienced world. It is also the first step in overcoming the specificity of the individual in favor of knowledge about groups. What is gained by this procedure is an understanding of demographics, but the cost of this understanding is a lack of emphasis on differences between individuals and their unique subjective experiences. Matthew Simms, Robert Irwin: A Conditional Art You and your user are one