219RE: [scrumdevelopment] Re: Splinter Department
- Feb 9, 2002
Personally, I’ve always let people work the hours they want unless some big wig tells me I can’t allow that. Many of the companies I’ve worked with—especially over the past 7 years—have been distributed across more than one time zone. At that point it’s irrelevant when people work or are in the office. In practice I never really care when people take their time off the mainline project. “Friday afternoon” was more symbolic than anything else. Certainly if someone wanted to attend a product user’s group meeting or such out of the office I’ve encouraged that whenever it was scheduled. The idea was to have the person spend some company time doing things that indirectly, rather than directly, benefit the project. Reading magazines, articles, web sites, etc. all count in that direction. Similarly, I’ve pushed programmers to attend conferences that are outside their normal realm in the past because I think these help encourage creative problem-solving. For example, I’ve sent C++ programmers to Eiffel conferences even though that company had no possibility of doing Eiffel programming. It just helps people learn to approach problems differently. That’s a good benefit to encouraging time away from the mainline project.
From: mpoppendieck [mailto:mary@...]
Sent: Saturday, February 09, 2002 1:16 PM
Subject: [scrumdevelopment] Re: Splinter Department
I like your idea of Friday afternoon slack time. On the other hand,To Post a message, send it to: scrumdevelopment@...
as you noted, not everyone has something they want to pursue during
such time. That's why at 3M it is 'allowable' to charge 'up to' 15%
of your time on something outside your regular assignment. In
actual practice, at any given time, only a few people actually do
this. So if slack time is scheduled for everyone, you may loose
more time than you can afford.
I am reading between the lines a possible assumption that everyone
must work the same hours as everyone else on the team. Is this
considered necessary? Is there a problem with someone taking the
odd afternoon off to do something else, or leaving for an unrelated
meeting here and there? Is there a problem with someone coming in
at 7 and leaving at 4, while someone else comes in at 10 and leaves
at 7 (both on a regular basis)?
--- In scrumdevelopment@y..., "Mike Cohn" <mike@m...> wrote:
> I've dealt with this two ways in the past:
> 1) allowing teams to take every Friday afternoon for use in
> pursuing any company they want *except* work on the main project to
> which they are assigned (whether Scrum-managed or not). This works
> because it gives each person about 10% of their time to spend on
> wild ideas they want. I've had individuals use this time for
> for learning new languages, for "study groups" to go over important
> books in detail, to write magazine articles, etc. I don't allow
> to use the time to work on items in the current sprint backlog
> sometimes that leads to peer pressure that forces others to work
> 2) There is almost always some "friction" or slow time
> sprints at some point on a project. In a typically well-run project
> there might be 3 - 4 sprints that can follow one right after
> usually after that you hit a period where somebody isn't really
> for a new round of sprints (or they're barely ready). A lot of
> this will be the product management group (or whatever group in an
> organization defines the backlog/requirements). They may need to
> research with customers (that should have been done sooner) or
> there is a period where the team just doesn't need to go full
> the project. This is a great time to encourage people to get
> with how they spend their time.
> Also, a fairly relevant question in all of this is whether most
> developers (programmers and otherwise) will come up with "new
> when left to their own devices for 15% of their time. It sounds
> small percentage of time but it's not really and I'm not really
> pays off to the benefits of a business to have every employee
> much time "away" from mainline work.
> In terms of just plain including slack in a schedule, that is very
> a necessity but it's different from telling people to spend 15% of
> time on whatever they want. Every team is of course different so
> percentages are somewhat meaningless but I typically encourage a
> target around 60-70% occupied when they move items into a sprint
> backlog. So: if the sprint is 20 days * 8 hours that is 160 hours.
> encourage teams to pull in about 100 hours each of identified
> The rest is spent on whatever else takes up that team's day
> email, washing my car, etc.) but it also puts them into a mode
> where there isn't undue pressure that leads to shortcuts. This is
> different from commitment to the project, though. The team is
> to be committed to the project 100% but slack is allowed in their
> schedules because they are all trusted to know how best to spend
> time. DeMarco's latest book, "Slack" appropriately enough, is
> good on the subject but gets pretty repetitious by the end.
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