Side affects of frameworks that focus on their practices and not your flow

Most of the behavior we get comes from the system in place. This means how the people are organized and the agreements (or not) they make with each other. When adopting frameworks, you are creating a new system. There are particular patterns of behavior driven by frameworks that focus on their practices more than on the flow thinking that is needed:

  1. PBIs being worked on are larger than the
  2. too many things are being worked on
  3. people on one team wait for needed capacity on another team
  4. teams don’t work well together and mostly do it during planning and integration
  5. work goes back and forth during integration
  6. ops is blind-sided with requests from multiple places
  7. testing lags development

Large planning events are great social events and add value. But if they are done infrequently, then macro planning is being done and teams don’t learn how to work together on a daily, sometimes even weekly basis. That requires an understanding and focus on Flow and Lean thinking.

You don’t get flow by focusing on practices that achieve it in an ideal situation. You get flow by looking to see what’s necessary for it in your situation and adopting practices that will achieve it for you.

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this is one in a series of blogs. You can see the entire series at

https://www.linkedin.com/pulse/questions-ask-your-approach-al-shalloway/

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