Thermal Delight in Architecture A Book by Lisa Heschong Our thermal environment is as rich in cultural associations as our visual, acoustic, olfactory, and tactile environments. This book explores the potential for using thermal qualities as an expressive element in building design. Until quite recently, building technology and design has favored high-energy-consuming mechanical methods of neutralizing the thermal environment. It has not responded to the various ways that people use, remember, and care about the thermal environment and how they associate their thermal sense with their other senses. Not only is thermal symbolism now obsolete but the modern emphasis on central heating systems and air conditioning and hermetically sealed buildings has actually damaged our thermal coping and sensing mechanisms. The Cinderella of architectureTwo thermal archetypesSonorisms IIIAnasazi dwellingsMigration within buildings+21 More The fire of oak logsInglenookThe Eyes of the Skin: Architecture and the SensesPredicted Mean VoteThermal DelightThe spirits' bath house
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