Roland Barthes wrote that the centre of Tokyo is occupied by a void...it is a quiet forest that lies at Tokyo's heart.
...The centre of Tokyo is certainly a void, but one that is protected by a circular train line, the Yamanote, which forms a 40-km (25-mile) loop around it. It seems to me that this ring of steel emphasizes the importance of the void, and the depth of its significance.
This is the first site along the tour. In here we have a void. I remember the building that used to stand here, it was painted blue. Passing through it, you can imagine how us, as ghosts – should the building be standing here – would have to actually be invisible to pass through these walls and now it’s the reverse. The building is the ghost and we’re passing through these walls.
Japanese music is above all a music of reticence, of atmosphere. When recorded, or amplified by a loudspeaker, the greater part of its charm is lost. In conversation, too, we prefer the soft voice, the understatement. Most important of all are the pauses. Yet the phonograph and radio render these moments of silence utterly lifeless. And so we distort the arts themselves to curry favor for them with the machines.
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.