Async way of working
reduces the cost of starting something new (the other side doesn’t have to be available) which eventually kills the ability to finish anything.
»The key to building the quality in is to make making changes very cheap
If you deploy often and break things too often
the countermeasure is not to deploy less often in order to not break things too often (spoiler: makes things even worse) but to build in mechanisms/practices that enable you to keep deploying often while breaking things way less often.
»Async work is killing your company's throughput
The problem with any async system and way of working is that it makes it very cheap to start the work (pull it in the system).
»Big Batches™ are a soap opera and a drama
They are a big bet and high risk.
You can feel ecstatic, or you can feel a huge disappointment.
What's the shortest feedback loop your team has in place?
If your inner feedback loop is long, your outer feedback loops cannot be shorter than that one.
The shorter you make the inner loops, the more space for shortening outer loops is created, and the faster your whole process becomes.
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.
»