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
Restrained beauty Braun design had a beauty that was more than skin deep. It would be wrong to say that because the Braun approach spurned fashion in an ongoing quest for functional and useable perfection, it ended up with this beauty by accident. There is a very strong aesthetic sense in both the proportion and materials of nearly all the products of the Rams era. They have a ‘restrained beauty’, he admits. Braun products designed by Rams and his team have a haptic aesthetic as well: when you pick them up, handle them, and use them as the tools they are supposed to be, you become aware of the effort that has gone into making them sit comfortably in the hand, of the texture, weight and balance they possess, and of the satisfying click of the control buttons. Sophie Lovell & Dieter Rams, Dieter Rams: As Little Design as Possible Such an unholy alliance beautytouchtexture