Increasing the cost of inventory vs reducing batch transaction cost
Increasing the cost of (keeping) inventory seems to be a stronger incentive and enabling constraint for increasing the flow compared to reducing the batch transaction cost.
»One more type of cognitive load
Team Topologies have categorized 3 types of team cognitive load, as described here.
»Co-create to build a team
Imagine your team doing pair/mob programming so you don’t have to organize discontinuous, forced, ad-hoc team-building activities.
»You might come into XP looking for shorter feedback loops and flow
but you’ll most probably stay for the flourishing human connections that those lead you to.
»I'll tighten your team's feedback loops so much
“I’ll tighten your team’s feedback loops so much that because of all the new opportunities for interaction it will be impossible to not add to interpersonal relationships and team cohesion. You’ll finally have a chance to expose yourselves, nurture vulnerability, build trust and evolve from a group of people to A TEAM.” - XP
»I don't really mind PRs
As long as they are 1 LoC big and reviewed immediately.
»Tools to reflect on your process
The more you mob and work as a team, the less you need Slack to communicate and synchronize.
The more you mob and work as a team, the less you need Github to review each other’s work.
If you need gRPC to optimize the performance of communication over the network
functional decomposition of the system is suboptimal which is causing services to be overly chatty.
»A short, sad story about high transaction cost causing inevitable big batches and long feedback loops
The longer it takes me to test/check a change ->
»Having a need for coordination
and a corresponding role is likely an indicator of a process focused on utilization (busyness) instead of flow (eliminating queues and wait times).
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