Charting unknown Waters
The Logbook of agile tales. Navigating complexity one entry at a time.
Controlling AI-Machinery
Logbook Entry#11
AI makes building fast. But who checks if you're building the right thing? Speed without validation isn't efficiency. It's waste with the fast-forward button held down.
The Addiction to Urgency (Part 2/2)
Logbook Entry#09
Planning at 100% means you're already at 150%. Part 2 asks: if you had room, would you actually use it or would the system fill it before Monday's standup?
The Addiction to Urgency (Part 1/2)
Logbook Entry#08
Your brain mistakes pressure for productivity. Cortisol sharpens focus, dopamine rewards the crunch and your prefrontal cortex pays the bill. Why content teams win.
No-Plan Agile
Logbook Entry#07
The Product Backlog is not a planning tool. It's a delivery mechanism. But what does that mean exactly? And why do most organizations skip the step that makes agile actually work?
When Done Isn't Done
Logbook Entry#06
Four people say "I’m done!" Four people mean something different. How the Definition of Done quietly became a quality checklist instead of an outcome definition.
The Red Line
Logbook Entry#05
Priority without criteria is just noise. When everything is labeled urgent, nothing is urgent. The Result: a system that keeps running on declarations instead of decisions.
Simple Complexity
Logbook Entry#04
Hidden complexity doesn't go away. It shows up as meetings, spreadsheets, and sleepless nights. When a tool is simpler than your work, you're not reducing complexity. You're hiding it.
The Metric of Nothing
Logbook Entry#03
Story Points were supposed to help teams talk about complexity. Then someone put them on a dashboard. What happens when a conversation tool becomes fantasy math with a deadline.
User Story vs. Story Issue Type
Logbook Entry#02
A team told me the User Story was the thing they hated most about their daily work. Turns out, it wasn't the format that was broken. It was where we put it.
Effort = Effort
Logbook Entry#01
Organization plans blind. They estimate effort for their own team and pretend the rest doesn't exist. Here's how a team on the edge of failure changed that.