why_do_people_overcommit
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why_do_people_overcommit [2019/07/08 07:52] – hpsamios | why_do_people_overcommit [2019/07/08 08:00] – hpsamios | ||
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* Image management: We want to look good, both as an individual and as part of a super Team. We therefore want to be seen to be doing more, to provide more value. | * Image management: We want to look good, both as an individual and as part of a super Team. We therefore want to be seen to be doing more, to provide more value. | ||
* Not understanding how to say “not now”: Many organizations (especially IT organizations) have a policy to say “yes” to all work. This history has not taught Teams how to say “not now” to their customers and stakeholders. Even if they know they cannot do the work. | * Not understanding how to say “not now”: Many organizations (especially IT organizations) have a policy to say “yes” to all work. This history has not taught Teams how to say “not now” to their customers and stakeholders. Even if they know they cannot do the work. | ||
- | * Optimism bias: People overestimate the likelihood of positive outcomes when they look into the future. There is benefit in having a positive outlook, but in this case we are letting this attitude adversely | + | * Optimism bias: People overestimate the likelihood of positive outcomes when they look into the future. There is benefit in having a positive outlook, but in this case we are letting this attitude adversely |
* The retrospective bet: The last retrospective was very positive and the Team determined a problem and a solution. The Team bets on this result. This means that we assume we will get better before we actually get better. | * The retrospective bet: The last retrospective was very positive and the Team determined a problem and a solution. The Team bets on this result. This means that we assume we will get better before we actually get better. | ||
* A genuine want to help: Knowledge workers really want to help and so when someone says “I just need this ...” they will take it one themselves to get it done, especially if they know the person asking. | * A genuine want to help: Knowledge workers really want to help and so when someone says “I just need this ...” they will take it one themselves to get it done, especially if they know the person asking. | ||
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And finally we could also consider other more direct and experimental approaches. For example: | And finally we could also consider other more direct and experimental approaches. For example: | ||
- | * 1/2 Velocity experiment: Team sets up an experiment by saying “Why don’t we set up an experiment where we plan to half our normal velocity as an artificial limit just to see if it helps.” The idea here is that by reducing the overcommit | + | * 1/2 Velocity experiment: Team sets up an experiment by saying “Why don’t we set up an experiment where we plan to half our normal velocity as an artificial limit just to see if it helps.” The idea here is that by reducing the commitment |
* 1/2 Iteration experiment: Team sets up an experiment by saying “Why don’t we set up an experiment where we plan to half an Iteration just to see if it helps.” The idea here is that it easier to plan a short term future than a long term one. | * 1/2 Iteration experiment: Team sets up an experiment by saying “Why don’t we set up an experiment where we plan to half an Iteration just to see if it helps.” The idea here is that it easier to plan a short term future than a long term one. | ||
Note: These ideas can be applied at all levels of Iteration - a Team 2 week cadence, a Program quarterly cadence. | Note: These ideas can be applied at all levels of Iteration - a Team 2 week cadence, a Program quarterly cadence. | ||
- | The bottom line is that overcommitment | + | The bottom line is that over commitment |
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