You’ve been working with a team for a while now and you’ve noticed that planning meetings always go overtime, we can never seem to agree on an estimate, design discussions always go down a technical rabbit hole, and the requirements are always too sparse.

On the other hand, the end of the sprint feels like a giant rush, there’s always unfinished work that bumps to the next sprint, and the customer is still complaining about not having their product yet.  What is going on?  Where are all these issues coming from?

It could be that your team has trouble starting, and trouble stopping.  Join this session to learn about what happens in our minds as we think about our work and how to get started, and stopped - with some fun along the way.

 
 

Outline/Structure of the Talk

Introduction

  • Check in with Miro
  • Brain overload and cognitive biases

Problems with Starting

  • Not Enough Information - analysis paralysis, ambiguity effect, other biases
  • Too Much Information - Hick's Law, bike shedding, satisficing
  • Exercise - Decider protocol & Perfection game

Problems with Stopping

  • 6 dimensions of Perfectionism
  • Gold plating, sunk cost fallacy, batching, MVP
  • Exercise - Optimal Stopping Problem
  • Elmo and the DoD

Summary

  • Putting it all together
  • Q&A

 

Learning Outcome

Learn about how the brain handles too little or too much information and what effect this has on our ability to start work and stop work.  Explore some techniques that will make it easier for our brains to handle the unknown.

Target Audience

Agile team members, Scrum Masters, Coaches

Prerequisites for Attendees

Previous experience with the frustration of delays, gaps, and postponements.

schedule Submitted 6 months ago

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