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This mindset change is important and it is not only applicable to hyper-growth companies, but anywhere with a focus on continuous improvement and iteration @jmwind/1460284795150225409Permalink
Mood +4 🙂
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I've seen this manifest itself countless times as an aversion to / fear of "rework" Sometimes while you are doing something you discover more things to do, or when you complete something you discover more things to do, including "redoing" something that turned out not to workPermalink
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The part described here is just part of it It also teaches us that the assignment, and the course list are things that can/should/will be defined up front and have a well-defined definition of done and success @jmwind/1460284796261777415Permalink
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Burn downs are not part of the "agile development process". They can be used as part of an agile process, they can also be used in non-agile processes Burn downs are there to visualize work completed. And there will always be work to complete @jmwind/1460284797423603716Permalink
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He goes from saying burn downs are the worst, and problems never go away ... @jmwind/1460284798736506885Permalink
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... to some problems go away but you have new problems And if you are able to track that you are making progress on the old problems while discvering the new problems, you are doing great Sounds like a burn down with an iterative process to me @jmwind/1460284803966767113Permalink
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The big shift is to not base your self-worth on the burn-down of known problems AND the absence of new problems @jmwind/1460284805808111620Permalink
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Product managers/owners (good ones at least) do this all the time whether they use JIRA or something else. Someone who embraces the "upgrading problems" mindset already does this, and burn downs and backlogs help them visualize and make sense of this @jmwind/1460284806902726658Permalink
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"every year" -- some recurring time box "review that list" -- review the backlog "if you can cross out" -- burn down "10-15% of the items" -- some goal @jmwind/1460284808010084352Permalink
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In any growing company there is more work to do. How do you know what work needs to be done? How do you decide which work should be done first? How do you know you've done the work? High-growth changes the specifics, but you still need to answer those questionsPermalink
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The "burndown zealots" are the people who decide the tool is the process, and following the process is success. But they aren't the only ones who drag you down. It's also the people who believe that "rework" is bad @jmwind/1460284809201213441Permalink
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When you think you've solved a problem and it later comes back, it doesn't mean you did something wrong. It doesn't mean you are performing "rework". It doesn't mean what you already completed doesn't count. It doesn't mean you are spinning your wheels and not making progress.
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It may be a new problem that looks like the old problem. Or there's new information that requires revisiting the old problem That's to be applauded, not reviled In the words of OP, the problems have been upgraded. And I agree, that's the right mindset @jmwind/1460284813101969419Permalink