My colleagues and I for internal employees of the company where I work periodically prepare small articles where we analyze various cases on flexible approaches, including cases of using the Kanban method to improve and manage processes. We call such articles "Agile-shorts". And I thought, "Why not open your articles to a wider audience as well?" And, behold, today I am publishing my first article in this series.
Today I will tell you one of the cases why the use of such practices as "Limiting the amount of work in progress" or WiP limits fails. I'll make a reservation that this is not the only reason, but, in my practice, it is very common. In future articles, I may cover this topic with additional interesting situations.
Few people working in the IT field have not heard of flexible approaches to creating products. The words Agile, Kanban, Scrum have already deeply penetrated the lexicon of modern companies. Someone pronounces them with pride, someone with irony, and someone through clenched teeth.
The latter, probably, on their own experience, faced with the unsuccessful use of some kind of management tool, and projected their negative experience onto all future ideas.
But this post is not for them. This note is for you, those who understand that tools can be used in different ways, and are ready to learn from mistakes.
Limiting User Stories and Working with Subtasks
Often, having become acquainted with the basics of the practices and methods that are used in the Agile culture, people get the impression that by pressing Ctrl + C and Ctrl + V, they will get the same wonderful thing that they saw in the training case. In fact, it turns out that "Ctrl + V" has to be carefully modified with a file, as in a joke.
Visualizing the work of a team, neophytes often combine tasks that have value for the Customer on one level with tasks that have value only within the process. Why, ask, are they combined? Basically, because they are used to working in the paradigm - "I was given a task - I do a task - I made a task", in which it is not necessary to think about the value to complete it: "After all, the boss has already thought about this, since he gives the task to work.
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