Agile

Worldbuilding: The Ecstasy, The Agony, The Stupidity

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(This column is posted at www.StevenSavage.com and Steve’s Tumblr.  Find out more at my newsletter.)

I love worldbuilding, and yet I meet people who hate doing, even resent it. That’s because we forget what worldbuilding is for – our audience and their experiences.

Let me note upfront my obvious biases about worldbuilding, from stories to games. I love doing it, and have for years. I love looking at other worlds people created. I believe there’s psychological value in it. I also have and am writing a ton of books on the subject.

But other people I’ve met resent it. I’ve found they fit into a few categories.

  1. “I want to get to my story” – People don’t want to figure out the exact value of the Frbillian gold ducat of Slenderhome. They have an epic drama to write and none of their characters give a damn.
  2. “I don’t want to get lost” – You can easily got lost in worldbuilding, something I do joyously. You may be good at it and like it a bit too much if you get my drift.
  3. “I’m doing this for my audience” – You’re worldbuilding for the sake of the audience first, not to deliver something, but based on the assumption they expect “X” amount of worldbuilding or hate Y or something. Worldbuilding is part of a larger product.
  4. “I want to be like this person” – Which 90% of the time seems to mean JRR Tolkein. We’re busy trying to emulate other worldbuilders as opposed to asking what we need to do and want to do.

I’m sure some of these apply to you as a whole or in part. Worldbuilding can get onerous – even for someone like myself who loves it. I’ve experienced all of them.

Now how do we address them? Much to the surprise of absolutely no one, I’d like to discuss Agile Methodology. No, stay, this won’t take long.

Anyway, a big thing about Agile is focusing on value of something. You have an audience. They need something, and you figure it out and how to deliver it. Worldbuilding is the same way.

Your audience wants a story or a game – so Worldbuild enough to get the story or the game done.

You need a certain among of worldbuilding – Use this precision to avoid getting lost. Feel free to enjoy it, since you are also part of the audience, but also know when to stop.

Know your audience – Ask who your target audience is and deliver enough worldbuilding for them. If you find yourself with a huge list of different target audiences then you don’t have one in mind. You’ll get lost.

Worldbuilding is about delivering value, and knowing enough to deliver a game or a story or whatever. Keep yourself focused by asking how it serves your larger goal. Even if your goal is a world guide for an RPG, you have to ask what delivers value.

Let me close out with a suggestion if worldbuilding troubles you: Write down your target audience and sort them into no more than three categories. Next, ask yourself what these audiences want and list the top three things. This will give you a guide to how much to do – and not do – and make you think about your audience.

If you can’t answer those questions easily, then you’ve learned even more . . 

Steven Savage

Stress Management As Productivity

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(This column is posted at www.StevenSavage.com.  Find out more at my newsletter.)

We’re awash in productivity advice telling us how to get things done, how to prioritize, and so on. I should know, I give some of this advice, but I’d like to pull away the curtain a bit and discuss what a good chunk of productivity tips involve.

They involve stress management.

Sure, productivity gurus and coaches won’t say that. In fact, they may not even realize it – they’re all focused on how much you get done and how to make it easier. But to get things done requires focus, reduction of distraction, and reducing mental friction – which is really a form of stress reduction. These gurus and coaches, even the good ones, may not see it.

So, I’ll put it simply: a lot of productivity tips involve preventing, reducing, or controlling stress and worry.

A lot of productivity advice will have you review and be aware of what you’re doing, from backlogs to graphs to BVBs – Big Visible Boards. Though this may sound anxiety producing, it gives you an idea of where you are and what’s going on – it reduces the anxiety of the unknown.

“Responding to change” is a big part of productivity advice, and a core part of Agile philosophy. But by saying you can respond to change, all the advice-givers and coaches help you acknowledge and cope with change. By admitting things change and you can to, a lot of anxiety is removed.

Review sessions, retrospective, backlog polishing? All those times we productivity enthusiasts tell you to look at what’s coming up, prioritize work, and ask what’s important? That’s stress-reducing as well – because you’re able to ask what’s in the future, then get back to the present. It’s a trick for helping you stay aware – so you can stop stressing.

Breaking work down to manageable chunks? Next steps to take? That’s all helping you stay aware and take manageable bits of work you can get done – so you’re productive, aware, and not overwhelmed. It’s simple time management, but it reduces fear and anxiety.

Most productivity advice has a strong element of stress reduction or is about stress reduction. I just like to admit it now that I see it.

However, this truth also conceals something else – if methods of productivity cause stress, it’s important to ask why, because that’s revealing.

Is it because you’re focusing on the method and not the results, worried about dotting every “i” and doing each task perfectly? Then you’ve learned something about YOU.

Is it because external factors are keeping you from working? Are you organized but there’s so many dependencies and problems and needs you can’t work? Then you learned something about your ENVIRONMENT.

Is it because the method isn’t working with your life and challenges? Then you learned you NEED A NEW METHOD of productivity.

Productivity tips and systems should reduce stress. That’s the point – directly or indirectly. If we admit it, we can be more productive.

Which is, if you think of it, less stressful.

Steven Savage

An Experiment In Perspective And Productivity

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(This column is posted at www.StevenSavage.com and Steve’s Tumblr.  Find out more at my newsletter.)

By now if you read my blog or my posts anywhere you know I’m kind of obsessed with Agile philosophy, Agile methods (Scrum with a heavy helping of Kanban), and I use them in my regular life. I’ve started experimenting with some of my practices and wanted to share my findings.

So first up, my basic way of being productive is a month-long sprint (a period of time where I decide what I’ll do and focus on that). With that focus I’m able to avoid distractions, measure success, and know what’s coming.

Secondly, I estimate the work I’m doing in hours, trying to break things down to manageable chunks of a few hours. My exception is writing, where I set aside an “hour budget.”

OK with that said, I began noticing a few problems I experienced. Tell me if these sound familiar.

First, as life has been complex, I felt overwhelmed. There was a lot on my plate for each month. I’d often try to “front-load” work.

Secondly, because a lot’s been going on, I was often having to shift around work and priorities. That was annoying because, yes, Agile says to embrace change for productivity, but I wasn’t feeling any gain, I was just changing. Was I wasting my time?

Third I got into a good rythm, but found myself over-focused on measuring hours and time. I was investing a lot of time in trying to measure time. This was also weird as I had things so well broken down I wondered why I fiddled with hours.

I have no doubt some of this sounds familiar.

So I sat down with myself, dived into the classic “Five Whys” method I’ve reccomended, and asked what happened. The answers became immediately apparent:

  • A month-long sprint had so much and was so broad it was unweildly and didn’t acknowledge how each week was different, and it was hard to change.
  • My estimates in hours were “too real.” Thinking of things as hours led me to spend too much time trying to map “real time” as opposed to getting stuff done. So I was actually less efficient because of asking “is this an hour or not.” Another reason the whole Scrum “points thing” makes sense.

So now I’m experimenting with a few changes to help me be productive and also lighten me up a bit.

First, I’m now doing classic two week sprints (Monday to Monday). This takes me out of monthly thinking, focuses on a smaller time frame so I can better evaluate what I should do, and makes it easier to adapt. This has already been a godsend in focus.

Secondly, I’ve – yes – ditched time estimates and Fibonacci points. Because I’ve gotten really good at breaking work down, I’m now just treating everything as “things to do” and breaking them down to the smallest components. For things like writing, I’m giving myself “X writing sessions” each sprint to sit down and write. Then I just check off “done.”

I’ll let you know more about my findings (and I may need to update my Personal Agile book).

However, I do want to answer an unspoken question: do I regret my earlier productivity techniques, with month-long sprints and so on? No.

What I did worked for the time. It got things done. It also let me learn so I could keep improving what I did. It may even be that worked then but I had to find a different way to do things now.

It’s OK to change how you operate and get things done. Doing things is how you learn to do them better.

Steven Savage