The drift The Situationists were also practitioners of a special urban-analytic walking style, the dérive—the “drift”—which Debord described as “a technique of transient passage through varied ambiences. The dérive entails playful-constructive behavior and awareness of psychogeographical effects; which completely distinguishes it from the classical notions of the journey and the stroll.” “In a dérive,” Debord deadpans, “one or more persons during a certain period drop their usual motives for movement and action, their relations, their work and leisure activities, and let themselves be drawn by the attractions of the terrain and the encounters they find there." The dérive joins the free association of surrealism, the LSD of hippiedom, and cinematic montage as tactics for overcoming the fixity of received ideas of order and logic. By putting progress through the city into a state of constant indeterminacy, it represents a schooled “style” of being lost. Michael Sorkin, 20 Minutes in Manhattan PsychogeographyRaindrops leaving an erratic trail psychologymovement
The axis of movement Moving in the city means constantly changing the axis of movement. In general, lateral movement is confined to a single plane, what’s called grade, the ground level. Because circulation in multistory buildings is fundamentally one way—which is to say from the bottom up—the condition at the top is invariably different from that at the bottom. Rooftop circulation is the domain of Fantômas, of cat burglars and fleeing criminals, of lovers, and of those acrobatic enough to negotiate the gaps between buildings. Michael Sorkin, 20 Minutes in Manhattan A Burglar's Guide to the City movement
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