agile

A Writer’s Life: The Second Principle

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(This column is posted at www.StevenSavage.com and Steve’s Tumblr)

This week I rewrote part of the plot of my book.  I had a great idea that would make the book deeper, improve character, explore the world!  Best of all it didn’t require me re-plotting major elements or the ending, while it made the ending more powerful.

It’s just I didn’t want to do it.

I had this gut-level resistance to re-plotting.  In retrospect it was a dumb attitude to take, and I think it was just that I don’t like to change plans.  I always fear things will never get done.

Then I recalled the Second Agile Principle, which states:

Welcome changing requirements, even late in development. Agile processes harness change for the customer’s competitive advantage.

I’m using Agile to manage my life and my writing, and if you’re not familiar with Agile, it’s worth studying up on. Agile is a philosophy of good organization that has inspired and taken guidance from many business processes.  Adsorbing and leveraging change is a big part of Agile (which is kinda the reason for the name).

When I thought of that principle, it struck me how stupid my resistance to change was.  Change was inevitable, so you should find a way to use it.  As I thought it over I realized how beneficial change was:

  • Feedback inspires change.  So being willing to change lets you incorporate feedback.
  • Changes lets you fix problems, perhaps even before they start, making something better (or making something you don’t need to improve later)
  • Change lets you learn.  A changed requirement, the need to edit a story, a new plot idea teaches you something.  Change lets you learn.
  • Change means review, so as you adapt to changes it requires you to review and stay intimate with what you’re writing.
  • Change keeps your mind limber so you adapt.

Notice that most of these relate to the quality of the work.  The ultimate goal of change is to make sure what you’re creating gets better.  If you don’t change, if you aren’t open to change, then are you really sure your work is going to be the best it can be?

What’s interesting is, after I admitted I had to replot part of the story, the new outline is not only better, I had all sorts of insights on improving the story further (most of them far less invasive).  I was also much more aware of the story and it felt more alive because I’d let it change.

I may still have to fight the urge to “write not replot,” but I think this experience has helped me embrace change better as a writer.  Perhaps I’ll have more insight on this in the future.

I probably will, as change is inevitable . . .

– Steve

Information Radiators, Refrigerators, And Hoses (My Agile Life)

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(This column is posted at www.StevenSavage.com, Steve’s LinkedIn, and Steve’s Tumblr)

More on my use of “Agile” and Scrum  in my life!  This one isn’t quite as “life-directed” as my others, but the insights come from my personal work to be more Agile.

Lately I’ve become obsessed with Information Radiators.  As I was once inspired by Failbetter game’s public posting of their sprints and my own desire to better chart workflow, that kind of fits.

If you’re not familiar with Information Radiators, the idea is that its something (a chart, a graph) that’s easily visible and communicates information. Ideally in, say, an office or a home it’d be posted somewhere so that everyone sees it and quickly gets updated. In a situation like mine it may be a weekly update or a web page with statuses.

The important thing is that Information Radiators are clear, visible, and accessible. These are very Agile.

The opposite is something I’ve heard called the Information Refrigerator, which I’m now stealing for use in any damn conversation I can use. The Information Refrigerator is a source of information you have to rummage around to find anything. I’m pretty sure you’ve encountered these from work to softwere requiring you to dig around in charts.

The Information Refrigerator is distinctly un-Agile. It’s also just annoying.

To all of this I’d like to add the Information Hose.

The Information Hose is not an easy chart, not something requiring digging, but a graph or report that just plain deluges you with informaiton to th epoint of being harmful. You’re flooded with information, soaked, and wondering what happened – and when you try to figure it out, everything is doused in data and you can’t make sense of anything.

The Information Hose is overload. it’s not Agile (though people may think it is), it’s aggression.

I’m realizing looking back at Information Refrigerators and Information Hoses, I’ve encountered way too many of them (and, sadly, built a few). They’re disruptive, unhelpful, and in a few cases just ways to avoid responsibility – dump all the info into a Refrigerator, or spray it and leave.

When you’ve got a project you want to communicate it. You make it as easy as possible, as clear as possible – and enough as possible but no more.

Yeah, I know, not as my-Agile-Life as it could be. But I wanted to share. Plus you have a great set of terms to tell people at work when they’re messing up reports!

(By the way I do plenty of books for coaching people to improve in various areas, which may also help you out!)

– Steve

MVP and Anxiety (My Agile Life)

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(This column is posted at www.StevenSavage.com, Steve’s LinkedIn, and Steve’s Tumblr)

This is an odd post. In some ways it’s about psychology. In some ways it’s about my use of “Agile” and Scrum  in my life. Either way, I think you’ll find it valuable, even if you’re not reading those posts.

Imagine that you have a problem to solve, but you’re not sure how to solve it. Worse, this situation is complicated by having many options – a common problem in a wired age with so much at our fingertips. You’re paralyzed by choice and fear of the wrong choice – so what do you do and how do you get out of this?

There is a solution – and one that comes from Agile and Lean techniques. Yeah, I know, trust me on this and keep reading.

The solution is something called Minimum Viable Product or MVP. In software and general terms, it means something that delivers the minimum needed to go to market and satisfy customers and get feedback. To get an MVP you carefully look over what you have to do, pick the effective minimum for the audience, and get it done right.

In fact, an MVP may be all you need for a while. Consider how many people or companies use bare-bones web pages with nice graphics and don’t need any more. You can apply this philosophy to your life.

To use MVP in your life, from plumbing to writing, ask yourself what is the minimum you need to do well to get something complete and ready. Sit down, list your concerns or needs or whatever, pick only the ones that must be done, and do them. You’ve solved your problem, and if it’s not perfect, you can tweak it later if you need to.

(And yes, that’s over-simplified, but it’s enough to get you started.  MVPs for products get more complex.)

Here’s a few examples:

  • You want to have premade lunches for a week so you make a big pot of chili and garnish it differently each day. Next week you might cook two different meals at once, but this is done for the week so you can relax.
  • You want to get a chapter of a book to an editor, so you make sure it’s clearly readable without fiddling with it endlessly. The editor can take it the rest of the way so you’re not caught in a writer’s panic.
  • Traffic is crazy due to construction, so you find a path to work that, if not the fastest, is the least likely to be congested. For the rest of the month your commute is longer than usual, but it’s predictable.

These solutions are not perfect but they are good enough and they get you on your way. In some cases they’ll save you time from worrying more than doing.

The other benefit of MVP is that going for the MVP prevents what’s called paralysis through analysis in the business world – overthinking. MVP gets you on your way and moving forward. In turn, the fact you are at least done means you can reflect on what you did, what you need, and improve things later. Sometimes you don’t even know what you need until you’ve done something after all.

In many cases – especially in life – the MVP is all you need for a long time, maybe forever. Sure you repainted the bedroom the exact same color, you didn’t spend hours debating colors like “Thupe” and “Preamble Brown”. Yes, the report at work could look a bit better but no one cares about the cover color. MVP can often bring you back to reality as well as keep you from anxiety.

Next time you have to fix something or do something, think about the MVP. It’ll focus you on value, keep you from over-elaborating, and reduce anxiety.

(By the way I do plenty of books for coaching people to improve in various areas, which may also help you out!)

– Steve