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
The skill of perception The newborn baby and the [blind man suddenly gifted with sight] do not have to learn to see. Sight is given to them. But they do have to learn to perceive. Perception is learnt and learnt slowly. Skill is required for perception as for speech. We are largely unaware of the skill we exercise. None of the things we have to learn to perceive are self-evident, or, apparently, instinctively evident. No doubt, however, we have an instinctive aptitude for this learning, and once we have learnt we cannot easily see as though we had not. As Ruskin says, one has to strive, if one is to see with the 'Innocent Eye'. David Pye, The Nature and Aesthetics of Design The innocence of the eyethe innocent i seeingperceptionlearninginstinct