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      "author": "derpmcdergal",
      "body": "Wow, you failed to verbalize the objective of your piece. \"This article does not attempt to address this entire problem but rather focus on how to effectively communicate product vision without adding overhead.\"\n\nYou don't really provide any tips on HOW to effectively communicate \"product vision\". You talk about how idle communication is a waste of time, so is this word salad.... You offer nothing to little of value to anyone trying to develop a product. Then you talk about coding, in relation to architecture? Isn't architecture in IT known as network environment or other hardware set up?\n\nYou might get more mileage out of your posts if you offer actual information in them, instead of trying to push your website.",
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      "body": "There is a vast wealth of literature about product management and product development. This literature can teach you how to successfully conceive of innovative products aligned to core business strategies and bring them to market quickly, mitigating risk with “fail fast” approaches, rapid prototyping and early validation. It can teach us all to create lean start-ups.\n\nBut in the world of IT, how often do we get the opportunity to create entirely new products within the enterprise? I argue: not very often. When this does occur, it is generally with the core products themselves: what the business is selling the customer. The platforms that support this business are generally not considered products, even if they have product owners. Traditionally, these are projects.\n\nThis article does not attempt to address this entire problem but rather focus on how to effectively communicate product vision without adding overhead.\n\nProjects are not products. A project could be considered a kind of product that does not add value in and of itself*. It is a mechanism that has many moving parts, and not all of the parts actually contribute to the fabrication of the product. It has a layer of artifacts around the actual delivered value, but most of these artifacts are reactive: spreadsheets and plans that are manually updated to reflect the truth. They are not the truth, and do not provide actual business value to the customer (we can get optics on the truth, but that is a different area that merits exploration on its own).\n\nFor all the lessons one can learn from current product literature, there is not much that sheds light on how to apply product principles to projects “in flight,” the ongoing IT roadmap that has a yearly cycle of budgeting and planning. Anyone who has tried to shoehorn Agile user stories into IT maintenance tasks knows the pain of applying apple methodologies to orange problems.\n\nThe answer lies in creating flexibility around both what we conceive of as projects and products so that we can show stakeholders clear results as quickly as possible. Time to market should be re-framed as time to result to reduce emphasis on actual releases to market and focus on core value delivered with a cadence. But staying faithful to ceremonies, artefacts, concepts and roles that do not directly lead to results often creates more work around the product, not for the product. So we also must eliminate anything that does not directly contribute to results.\n\nThis means that how the work items or tasks or stories are expressed needs to first and foremost eliminate all possible ambiguity so that the person tasked with the work can execute the work autonomously, creating a perfect, functioning result. Clearly these units must exist in a prioritized backlog, but I do not care so much what the unit is, as long as it meets this requirement.\n\nWhat I do need is a document that expresses the product vision so concisely that it can serve as a map for all team members when there are doubts about how to implement a task. A map is not strong enough — I want a key. I want a vision expressed with enough precision that it can be used to decrypt any task and show me the expected result. This must contain expected results as success criteria above all else.\n\nThis document is then widely socialized, most importantly with the development teams, who are usually the least social in the context of a project and most deserving of our empathy. They also have no time to spare with idle communication.\n\nIn my previous article, I sought to challenge the dependence upon the scrum master role. Here, I propose to challenge the dependence upon the product owner role in a similar fashion. The product owner’s goal is to create and actively maintain this product document. By asking that all inquiries be checked first against this document, communication no longer is filtered through a bottleneck, and emphasis is on the highest level of clarity. This forces the product owner to be extremely clear with vision and challenges teams to resolve ambiguity with autonomy.\n\nIf the “why” has to be spoon fed on a daily basis through endless conversations, something is broken. This lack of clarity grows in volume downstream and manifests as defects and churn. Managing this is normalized into routine behavior. None of this adds value to the customer. Zero.\n\nWe need a protocol to handle any questions that cannot be answered by this document, of which there will undoubtedly be many. This is when we go back to the product owner.\n\nThe most important and widely socialized artifacts in a project will be those that can reduce ambiguity at any given moment. This pierces the control layer of burndown charts and taskboards and get at the truth of the project. The project results do not depend directly upon a chart or a user story. The results ultimately depend upon how the teams work together and how they understand the problem to solve.\n\nFinally, the team needs to understand how to solve the problems with code. That is where the architecture comes in.\n\n*note that “project” in this context is general, not in which it may mean a specific repository of code, like a GitHub project.\n\nThis is part two of three articles related to the foundation of a result-driven software development framework: **Protocol, Product and Architecture (PPA)**.\n\n[Lucas Hendrich](https://www.linkedin.com/in/lucash73/) is an ITIL® Foundation certified technology professional and co-founder of gitbetter.io.\n\nClick [here](http://eepurl.com/c12CM9) to join our mailing list.",
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      "body": "> “*What we cannot speak of we must pass over in silence*.”\n> \n> -Ludwig Wittgenstein\n\n* The problem\n\nWhen I see humans performing repetitive tasks as part of a process in which the desired output is a product of some value, I am struck by how little we tend to challenge this repetition. The Agile framework incorporates continuous improvement as a principle. It encourages actively seeking opportunities to remove inefficiency, hand-offs and by extension, repetition of tasks that could otherwise be automated.\n\nA daily scrum is an example of this. It is at the center of Agile ceremonies as an essential measure of the pulse of a sprint. 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The scrum master in this context has little or no interaction — she provides the space, and everyone rises to the occasion. When this actually occurs, my question is: shouldn’t the next logical step be to eliminate the meeting altogether? Isn’t the goal to transcend the meeting and let the team organize how to best communicate around challenges, which may be asynchronously, in a shared chat, or just leaning over to the next cubicle?\n\nNo, that does not work, at least not beyond two or three people. There is too much risk of chaotic, interruptive communication.\n\nSo the meetings persist. They may be made more efficient. But what I frequently observe is that the routine over time can normalize achievements, obstacles and risks. Then there is what occurs when a scrum master actually has to ask the three questions. This gives way to another anti-pattern: resignation of responsibility due to the belief that someone else is keeping track. Someone else will solve the problem. And in a world in which scrum masters do not actually write code or user stories or test cases, it is very tempting to feel that one’s salary is justified when there are problems to fix, even if at best one is just dispatching problems to people who actually can fix the problems. If we reach the Agile endgame and teams function as perfectly humming self-organized machines, the scrum master would do incredibly little. Try to justify that to a customer who is paying for the role on a project at an hourly rate.\n\nThe paradox: a scrum master creates a dependency instead of autonomy in order to be a “good” scrum master, and team members are encouraged to outsource basic communication tasks.\n\nAn extreme of this pattern is the scrum master asks for updates as a form of productivity. This leads to status update meetings, which allows the scrum master to update tasks on a board instead of the person who completes the task. This becomes a layer of abstraction away from the work, further from the truth.\n\nWhat if we actually look at code repositories and find out what is really happening? We can, and there are platforms that try to translate this into something digestible, but they most often err when they bend the truth to fit what we already have in a project plan, task board or other visual tool.\n\n* The Protocol\n\nIn 1991, Hypertext Transfer Protocol was first documented as a way to get information on a page from a server. Its roots go back to the coining of the term “hypertext” in 1965, which in turn was influenced by concepts around media retrieval and management from the 1930s . What is intriguing is how simple methods such as GET, POST, PUT, DELETE have endured as a fundamental part of modern system architecture, with error handling known far beyond the domain of programming (404 page not found, for example). The list of methods and standard errors are succinct, intuitive and perform the communication tasks that allow servers, services and browsers to work in harmony. I think it is elegant in its simplicity.\n\nSuch is the case that when I interact with people on a development team, I try to keep my communication as standard as possible, and asynchronous as well (just like a RESTful API). Everything necessary to understand and consume my communication should be contained in one post. I do not need a synchronous session with a live audience. We just need to agree on the methods, the syntax.\n\nThis agreement is a standard set of messages that will be exchanged by the team, using an agreed upon tool or platform (a Slack channel or channels, for example). I would even extend this into speech: a standard lexicon that could be recognized easily by a machine.\n\nIf implemented correctly, it is far more appealing to development teams than the interruption of a meeting which must occur in real time. It removes the ambiguity and improvisation that is both very normal human behavior in verbal communication as well as disruptive to productivity when an answer should be as brief and precise as possible.\n\nMost important, it automates repetitive human behavior that leaves room for error, inefficiency and waste.\n\nImprovised and completely non-productive human conversation is what makes us human. 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