SPEAKER_02 56:40–58:30
So when they end out, add a constraint that challenges you to come up with the best possible solution in the shortest period of time. Okay. So rather than thinking like, 'Oh, I have six months,' granted, you do have six months. We want to think we always want to have that in the background. But let's just say I got two weeks to make the change. How much change can I induce in a favorable direction in that shorter period of time? And then, you know, you've got that marker where you say, 'I gotta get to the best possible situation.' And then that two weeks is now gone. Now I got a new initial condition. Now I got two more weeks. What's the best change that I could possibly make in the next two weeks? Boom. I do that. That two weeks is now out of the way. Now I got a new initial condition. You see how you just keep moving them closer and closer. And so in this early phase of the sprint, it's like the absolute measure that I'm going after is the recovery of whatever it is you're trying to recover. But by the end of that sprint, I want to make sure that I haven't lost my performance. You see, it's just a much tighter wave of activity. So you go iteration, iteration, iteration, iteration. So if you go August to January, so what is that? August, September, October, November, December. If I got five months, I've got 10 sprints available to me. Each sprint, each sprint, is similar in basic structure. The earlier sprints are biased more towards the recapture of something, the later sprints are gonna be biased more towards performance, but they're still gonna have the wave in it. You see it from a physical structure, you're gonna see it. It's like in the end of with that, right?
iterative planningperiodizationrecovery performance balancesprint methodology