There's a playful way of explaining the reason why one does something. The argument ends with the rationale "because <noun or adjective>."
We can recommended this as new format for user stories, because it's aligned with how people speak these days.
AS A phone user, I WANT TO upload photos in one click, BECAUSE one-click!
AS A bank customer, I WANT TO see my balance on my phone, BECAUSE money!
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With a slip of the tongue, I came up with a wonderful, terrible portmanteau:
"Projuct". Defined as the product of a project.
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Composition of some blades I'm interested in.
| Blade | Core | Info Source | ||||||
| Waldner Legend Carbon | n/a | Kiso Hinoki | Carbon | Kiri | Carbon | Kiso Hinoki | n/a | Donic website |
| Original Carbospeed (aka Ovtcharov Carbospeed) | n/a | Kiso Hinoki | Carbon | Kiri | Carbon | Kiso Hinoki | n/a | Donic website |
| Donic Waldner Senso V1 | n/a | Limba | Limba | Abachi | Limba | Limba | n/a | Donic website |
| Donic Waldner Senso Carbon | Limba | Anegre | Carbon | Abachi | Carbon | Anegre | Limba | Donic website |
| Donic Persson Powerplay | Koto | Anti-vibration film | Abachi | Abachi | Abachi | Anti-vibration film | Koto | Donic website |
| Donic Persson AR | n/a | Limba | Red Abachi | Abachi | Red Abachi | Limba | n/a | Donic website |
| Yasaka Extra Offensive 7 Power | ||||||||
| Yasaka Extra Special | Walnut | Limba | Ayous | Ayous | Ayous | Limba | Walnut | |
| Yasaka Ma Lin Soft Carbon | ||||||||
| DHS Fang Bo B2X | Limba | Limba | ALC | Ayous | ALC | Limba | Limba | |
| Stiga Clipper | Limba | Ayous | Ayous | Ayous | Ayous | Ayous | Limba | |
| Stiga Infinity VPS | n/a | Limba | Spruce | Ayous | Spruce | Limba | n/a | |
| Tibhar Stratus Powerwood | n/a | Limba | Limba | Ayous | Limba | Limba | n/a |
From a Lean perspective, is ironing the bottom 1/4 of your shirt a waste? (The part that gets tucked in).
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The most popular requirements prioritisation technique in the universe is called MoSCoW.
The acronym stands for:
M - Must have
S - Should have
C - Could have
W - Won't have
The problem with MoSCoW is that it's really not a prioritisation technique.
It's just a priority labelling technique. All it does is let you label the requirements. It doesn't tell you which of the requirements ought to be labelled 'Must have' and which ones ought to be labelled 'Won't have'.
MoSCoW is no different from using colour codes on requirements such as: green for must haves, blue for should haves, yellow for could haves, and red for won't haves.
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If you don't know where you're going, it doesn't matter how far ahead you are.
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Reframing Organizations: Artistry, Choice, and Leadership 4th Ed. Lee G. Bolman and Terrence E, Deal.
Recommends viewing organisations through 4 frames or lenses: factory, family, jungle, and temple, to get a better understanding of how an organisation works and avoid being clueless about problems in the organisation. ‘Reframing’ is about dismantling existing frames of mind about the organisation and rebuilding into a new frame.
Scenario-Driven Planning: Learning to Manage Strategic Uncertainty. Nicholas C. Georgantzas and William Acar. (1995).
Scenario-planning is a management tool against ‘dogmatism’ and ‘fads’. It enable articulation and validation of mental models about the future. The book is full of practical and diverse examples, plus a plethora of references to relevant literature.
