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Platinum Edgeโ€™s ใฎ็ตฑๅˆใ‚ตใƒผใƒ“ใ‚นใ‚นใ‚คใƒผใƒˆใฏใ€็ต„็น”ใฎๆœ‰ๅŠนๆ€งใฎๅ‘ไธŠใจใ„ใ† 1 ใคใฎใ‚ณใ‚ข็›ฎๆจ™ใซ็„ฆ็‚นใ‚’ๅฝ“ใฆใฆใ„ใพใ™ใ€‚

Mr. Agileยฎใซ่žใ„ใฆใฟใพใ—ใ‚‡ใ†ใ€‚On what day of the week should we start our sprints?

Interviewer:

On what day of the week should we start our sprints?

Mr. Agileยฎ:

The best-case scenario is we are starting on a Monday and we are ending on a Friday. Iโ€™ll tell you why I advocate for that – itโ€™s a clean split. We come in on Monday, we do a little bit of sprint planning, we hit hard all week. Friday afternoon we do sprint review and sprint retrospective. We call it a week, we call it a sprint. We come in on Monday – new week, new sprint.

Iโ€™m not a big advocate of sprints that cut across the weekend boundary, because it encourages people to cheat. It encourages people to come in and clean up some things they didnโ€™t get done during the week itself. One of the things I always say to our clients is, โ€œIf you plan on working your development team this weekend, just plan on working them every weekend.โ€ Because what you have really done is set a false watermark of what that team is capable of doing. And by the way, nobody is going to ask for less in the future – they will only ask for more.

So, the way that we handle that predictability problem (which is really what it is), is we are going to work 40 hours a week. What we do is what we do. What we donโ€™t do? Well, at least it’s reality and we can extrapolate on that reality. I donโ€™t like to set false premises by overworking our people, because we are just going to burn them out and they are going to be less productive in the future.

ใ‚ขใ‚ธใƒฃใ‚คใƒซใซ้–ขใ™ใ‚‹่ณชๅ•ใฏไฝ•ใงใ™ใ‹๏ผŸ ๅพ“ๆฅใฎใƒ—ใƒญใ‚ธใ‚งใ‚ฏใƒˆใƒžใƒใ‚ธใƒกใƒณใƒˆใ‹ใ‚‰ใฎ็งป่กŒใ€ใƒ™ใƒณใƒ€ใƒผใจใฎๅฅ‘็ด„็ฎก็†ใ€่ฆ‹็ฉใ‚‚ใ‚Šใซใคใ„ใฆใชใฉใ€Mr. AgileยฎใŒใŠ็ญ”ใˆใ—ใพใ™ใ€‚ ไปฅไธ‹ใซ็ญ”ใˆใŒใชใ‘ใ‚Œใฐใ€ไปŠใ™ใๆ–ฐใŸใซ่ณชๅ•ใ—ใฆใใ ใ•ใ„๏ผโ€‹

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