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From YouTube: Plan:Boards Inception Part II
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A
B
A
A
I.
Imagine
that
the
bulk
of
our
time
probably
be
in
the
jobs
to
be
done
area,
some
more
refinement.
That
needs
to
happen
here
so
we'll
it
will
take
time
to
do
that
here
today
and
do
you
all
feel
prepared
or
have
maybe
access
to
other
resources
where
there
are
refined
job
statements
as
it
relates
to
boards,
in
particular,
I.
B
A
A
I
mean
just
just
of
the
jobs
but
yeah.
That's
too
big
of
a
screen
shot
all.
B
A
It
might
be
more
efficient
for
us
to
focus
on
one
of
these
personas,
but
if
you
feel
strongly
that
we
need
to
focus
on
all
three
with
these
jobs,
that's
that's
totally
fair,
too
I
just
like
to
have
a
conversation
about
if
we
can
focus
on
mine
or
if
a.
If
we
shouldn't
just
like
open
that
up
for
discussion
and.
B
B
Okay.
So
what
kind
of
this
depends
on
which
type
of
board
in
which
set
of
features
we're
talking
about?
It
will
determine?
Who
is
the
primary
and
that's
why
it's
I
had
a
hard
time
saying
not
to
focus
on.
We
should
keep
all
of
in
my
mind,
I,
guess
and
then
Parker
Delaney
as
the
parameters
I
guess,
but
we
also
have
to
keep
in
mind.
Sasha
is
the
day-to-day
consumer?
B
A
B
Yeah,
so
be
the
the
bottom
two
bullet
points
in
that
first
section
is
well
I
mean
I'm,
just
looking
I'm
going
down
from
the
top,
so
you
know
for
the
the
portfolio
plans
is
where
we
start
talking
about
epic
boards
and
being
able
to
move
work
across
workflow
as
I
validate
an
idea.
That's
there.
You
go
yeah.
B
Right,
that's
where
the
milestone
in
iteration
reports
come
in,
so
they
they
power
those
those
reports
just
by
the
nature,
work
moving
through
them,
but
they're,
not
that's
not
directly
applicable
to
the
board
themselves,
with
the
exception
of
monitoring
progress,
so
yeah
I'd
say
the
bullet
points.
The
bullet
point
above
that
actually
so
the
first
two
bullet
points
under
improve
output
process,
I
think
are
applicable.
A
C
B
So
jerk
early
whip,
like
that's
after
a
plan,
I,
think
it
comes
down
to
how
they're
operating
in
the
board
I
think
a
lot
of
users
do
have
a
backlog
column
that
they
then
move
work
out
of
into
a
you
know,
ready
for
development
column
as
part
of
their
increment
planning
and
so
I
do
think.
Planning
from
the
board
is
part
of
the
problem
space
yeah
because
we
don't
have,
but
at
least
currently
would
get
like.
We
don't
have
an
actual
backlog.
B
Right,
yep,
no
I
think
we're
good
okay.
A
Okay,
what
I'm
doing
now
is
copying
them
over
to
activities
and
org
flows
over
on
the,
and
what
we'll
do
at
these
is
boy
well
well,
first,
we'll
probably
prioritize
them,
but
the
top
one
being
most
important,
the
bottom
one
being
maybe
less
important
well
and
then
we'll
basically
create
like
a
really
low
fidelity
journey
for
each
one,
or
at
least
like
the
top
three
I
just
rent
the
sake
of
time.
So
I
need
to
copy
the
two
about
reporting
on
output.
C
C
A
B
B
C
A
C
A
A
couple
of
thoughts
come
to
mind.
One
would
be
something
that
we
know
we're
going
to
act
on
within
the
next
one,
to
three
milestones.
A
B
A
C
C
B
B
B
B
Then,
when
reporting
status,
I
need
to
be
able
to
ensure
my
status
is
accurate.
Current
quantifiable,
that's
part
of
it,
I
think
that
one
crosses
a
lot.
But
you
know
when
we
talk
about
reporting
sad
through
my
issues,
up-to-date,
making
sure
it's
on
the
right
work,
flood
and
grant
labels
on
it.
Wait
you
can
interpret
it
that
way.
C
A
All
right:
well,
let's
workshop
these
three
and
then
do
it
check
and
so
yeah.
The
purpose
of
this
is
to
and
I
made,
some
notes
here,
identify
the
activities
and
workflows
for
each
of
the
user
roles
and
personas
scope
to
the
immediate
goals.
Each
participant
will
get
a
row
and
can
use
cards
or
sketches
to
communicate
the
workflow
steps,
though,
if
we
look
at
Parker
and
Parker
is
working
through
a
list
of
validated
opportunities
and
needs
to
be
able
to
understand
effort
and
have
ROI
for
each.
A
So
he
can
part
it
to
prioritize
the
right
sequence
of
work.
Let's
is
anyone
here
familiar
with
user
story
mapping.
Have
you
done
that
type
of
exercise
before
yep,
basically
like
a
really
low
Phi
user
journey
there
that
we're
gonna,
keep
it
really
low,
Phi
and
only
use
note
cards
now
you
can
also,
if
you
believe
that
there's
a
screen
we
currently
have
in
the
product,
you
can
totally
like
drop
that
in
there
make
some
comments
on
it.
A
The
real
goal
here
is
to
find
opportunities
to
either
improve
existing
state
or
add
new
features
and
we'll
capture
those
and
prioritize
those
after
we
do
the
workflows
does
that.
Is
that
pretty
clear
what
we're
doing
now?
I,
don't
have
a
lot
of
context,
so,
ideally
like
Alexis,
you
and
Keenan
would
collaborate
here
and
start
to
sketch
out
a
journey
from
left
to
right
for
that
first,
one:
okay,.
B
A
That's
possible,
if
that's
possible,
that
kind
of
type
is
you
talk.
C
B
B
The
same
kind
of
thing:
I
need
a
board
that
has
vertical
columns
that
I
can
specify
and
build
out
a
workflow
so
that
I
can
track
as
I
move
an
epic
opportunity
through
each
stage
and
then
also
have
the
ability
to
customize
that
more
to
fit
my
individual
or
a
team
workflow
with
work.
Progress
limits,
filtering
configuration,
the
board
swimlanes
there.
A
C
C
B
Where
does
the
story?
I
mean
yeah
I
mean
as
far
as
this.
What
we're
doing
here
right?
This
is
assuming
I
have
a
set
of
validated
opportunities,
which
means
I'm
halfway
through
the
micro
problem,
validation,
work
block,
we
know,
there's
something
there
and
now
we
need
to
fill
in
all
the
details
and
put
a
compelling
face
together
on
why
we
should
move
to
solution
in
design.
A
B
B
Don't
I
feel
like
that
that
can
exist
in
different
parts,
but,
like
ideation,
can
happen
through
a
bunch
of
different
artifacts.
This
is
for
me.
This
card
specifically
is
like
I
have
an
opportunity
that
I
know
is
valid
and
I
need
to
clarify
and
locked
out,
so
that
could
have
one's
own.
Could
not
I
could
have
15
customary
muse
on
my
belt.
I
could
have
one
really
really
good
handle
this
report.
That's
driving
just
dragging
me.
Through
this
little
hand,
waving
yeah.
A
B
I'm
calling
a
dotted
line
is
because
it
leans
into
one
of
the
other
cards
that
we
decided
not
spires
in
this
row,
left
for
me,
working
through
a
list
of
ideas
and
he'd,
be
able
to
validate
the
opportunity
as
valuable
worth
funding
I
mean,
did
they're
two
different
they're
two
different
nuts
next
window,
they're
two
different,
but
very
related
steps
and
they're.
This
is
where
there's
a
breath
breath
first
depth
conversation
without
that
lag,
didn't
solve
it.
This
is
this.
B
Combined
to
the
other
card
are
like
full
PBM
solutions
are
like
really
robust:
product
validation
and
tracking
tools,
like
kind
of
like
calm
provides,
or
you
know
you
do
one
scene
in
rally
another
tools
and
pass
rate.
So
as
far
as
you
could
probably,
we
could
probably
combine
those
two
job
cards
because
we're
solving
a
good
chunk
of
it,
regardless.
B
At
least
here,
I
get
lab
like
my
product
validation
flow,
is
these
cards
or
that
they
represent
that
whole
flow
I
go
through
before
I
hand
it
off
to
engineering,
but
there
is
a
there's.
A
difference
between
I
have
a
list
of
ideas
and
hypotheses
and
requests,
and
just
all
of
this
stuff
that
comes
into
funnel
and
then
the
other
part
of
the
process
is
like
okay
for
the
ones
that
have
passed
through
the
initial
product
validation
steps.
B
A
So
let
me
let's,
let's
take
it
from
the
top
again.
So
again,
this
is
kind
of
a
a
nascent
storyboard
without
any
visuals.
Yet
we
usually
work
on
and
storyboarding,
usually
work
on
the
storyboard
descriptions.
First,
because
that's
the
words
matter
a
lot
and
the
words
drive
out
like
like
Parker
sees
so
there's
an
idea.
A
C
C
A
B
Yeah
so
I
mean
once
I
once
I've
got
the
point
where
you
know:
we've
got
enough
research
and
we
know
it's
a
viable
option
to
go
forward.
We
then
move
into
what
we
generally
are
calling
solution,
validation
and
design
in
some
form
where
we
start
okay.
How
do
we
solve
this
opportunity?
What
does
that
solution?
Look
like.
B
B
Not
always,
but
we're
talking
about
like
an
epic
board
or
a
pie,
planning
board
that
you
find
in
safe,
like
this
is
I
mean
again
where
the
flow
is
already
being
done
at
the
issue
level.
But
then
we
run
into
a
problem
where
you
have
an
issue
that
needs
to
be
fragmented
into
six
issues,
because
it
got
so
big,
and
then
you
close
that
issue,
even
though
it's
still
attached
to
the
epic
that
you
need
to
do
the
feature
on
reality.
B
If
we
can
actually
do
all
this
work
at
the
epic
level,
we
get
rid
of
a
lot
of
thrash
from
noise
and
maintain
better
organization
of
work
in
the
tool.
There's
a
PI
promoter
to
issue
up
to
an
epoch.
That
issue
gets
closed.
Everybody
goes
why'd.
You
close
this
issue.
I
really
need
this
feature.
It's
like!
Well,
no,
it
got
promoted
you
need
to.
You
need
to
follow
this
epic
knowledge
as
sub
epics
and
in
collection
of
42
issues
to
get
us
to
where
we
need
to
go.
B
C
A
A
That
that's
a
really
good
opportunity
and
that's
that's
the
kind
of
stuff
that
will
any
of
these
kind
of
really
is
a
terrible
color,
but
okay,
so
any
of
these
pinkish
ones
will
actually
later
prioritize
them
over
here.
On
this
part,
so
we'll
actually
talk
about
like
the
size
of
that
effort
and
the
user
value
just.
B
A
A
C
B
Mean
it's
hard
to
answer
that
question,
because
it
depends
on
the
company
and
depends
on
the
team.
We
can
talk
about
it
from
the
gate
lab
perspective.
I
mean
it's
it's
similar
in
that
a
item
of
work
is
moving
through
disparate
stages
of
work
on
an
issue.
That's
generally,
when
the
actual
tactical
work
being
done
to
accomplish
something
new
or
fix
something
that
exists
right.
I
mean
the
epics
are
just
by
nature,
a
little
more
ethereal
right.
It's
more!
Okay!
I!
B
Have
this
idea
right
now
through
this
idea
into
an
opportunity
I've
now
validated
this
opportunity.
I
am
now
trying
to
figure
out
how
we
solve
this
opportunity
now.
I
can
hand
this
off
the
engineering,
and
we
can
start
saying
how
do
we
build
this
opportunity
and
that
it
transitions
into
the
engineering
workflow?
B
A
B
C
B
B
Depends
on
the
team
and
the
company
I,
don't
think
so
like
at
that
point.
Sub
F
deserve
more
just
like
high-level
organization
of
the
work.
That's
being
done,
so
maybe
they
want
an
epoch
that
reflect
all
the
backend
work
versus
the
front-end
work
or
we'd.
Like
you,
we
do.
We
usually
do
the
sub.
Epic
becomes
the
work
that
collects
the
MVC
and
then
the
next
epic
that
we
create.
We
start
moving
all
the
work
that
we
disco
about.
C
B
I
mean
I,
don't
know,
I
mean
I.
Think
that's
that's
an
engineering
bracket
of
I,
don't
think
word,
wouldn't
have
anything
scoping
that
right.
The
issues
are
getting
created
and
assigned
to
the
epic
while
it's
in
planning
breakdown,
that's
probably
happening
outside
of
this
view.
I,
don't
think
it
happens
on
the
epic
board,
because
we
don't
show
issues,
but
at
some
point,
when
the
works
seems
to
be
quantified
enough
and
granular
enough,
then
it
then
the
work
can
start
moving
into
the
engineering
work
flow,
which
is
actually
the
tactical.
C
C
A
B
C
B
C
B
B
It's
validated
you
move
into
solution,
right,
I,
think
that
Asian
process
is
can
be
long.
It
can
be
sure
it
might
get
thrown
back
to
the
beginning
of
the
workflow.
If
you're
totally
off,
you
need
to
start
over
because
you
learn
something
new
or
you
prove
yourself
wrong,
but
but
no
I
mean
the
ideation
from
solution
is
what
happened
like
where
we
go
once
an
opportunity
is
validated
enough
to
move
forward
in
the
flow.
C
C
B
A
Yeah
in
large
organizations,
that's
really
common
and
people
up
and
they'll
work
an
epic
and
not
even
really
know
what
that
effort.
Is
you
know
what
the
big
doing
idea
is
really
gonna,
be
you
know,
think
of
a
large
bank
or
a
large
consumer
electronics
company.
Some
employees
don't
even
know
that
they
were
working
on
a
thing,
and
so
their
CEO
goes
on
a
livestream
and
announces
it.
A
C
B
Mean
that
this
would
be
one
Donald
has
a
couple
very
valuable
things
he
can
learn
from
this
view.
He
knows:
what's
coming
immediately
down
the
pipe,
he
can
see
what
well.
First
of
all,
it's
like
what
are
we
supposed
to
be
breaking
down
into
actionable
issues,
as
the
first
thing
he's
probably
gonna
focus
on
right.
B
Lanie's,
a
consumer
of
that
information,
I
think
like
that
this
is
this
is
a
view
I'll
probably
present,
while
talking
to
Donald
in
John
about
hey
here's,
the
next
thing,
we
need
to
start
breaking
down.
Here's
why
it's
valuable
I
can
explain
the
methodology
we
use
to
get
to
where
we
are
to
validate,
if
they're
interested
in
it
and
then
it's
like.
Okay,
look.
We
need
to
start
breaking
this
down,
so
we
can
identify
what
we
can
accomplish
as
an
NBC
over
the
next.
You
know
in
the
next
release.
C
B
A
A
B
A
Other
way,
I
might
ask
that
in
some
you
know,
Alexis
you've
been
working
on
solutions
for
the
epic
planning
of
epic
level
on
the
board.
Can
you
think
of
any
capability
or
behavior
in
the
current
designs
that
maybe
you're
currently
working
on
need
to
know
it's
scoped,
or
maybe
it's
D
scopes,
and
we
need
to
highlight
that.
A
C
A
C
B
Don't
struggle
with
this,
but
I
know
other
people
do,
but
part
of
part
of
the
reason
this
is
hard
is
because
all
we
have
is
issue
boards
and
by
actually
splitting
out
this
functionality.
I
think
it
will
help
drive
clarity,
because
the
epic
boards
exist
as
a
higher-level
planning
function
or
a
higher-level
planning
area,
and
so
you
do
get
automatic
segmentation
there.
That
should
help
drive
some
clarity.
C
B
You
know,
and
just
probably
go
all
the
way
up
to
like
a
dev
section
board
that
Eric
Brinkman
would
manage
or
watch
right.
There's
different
views,
that'll
be
crafted
right.
Like
you
know,
we
have
this
like
right
now
like
when
an
epic
is,
has
work
in
progress
like
you
can't
really
see
that
on
on
a
board,
but
there
could
I
could
see
a
board
that
the
product
directors
watch
and
they
can
watch
feature
epics,
move
across
a
plan
or
validated
plans.
C
B
B
C
A
C
I
mean
I,
guess
we're
kind
of
solving
for
it
just
yeah
like
yeah
we're
solving
for
that
I.
Suppose
it's
just
the
idea
that
we
kind
of
like
are
making
people
hack,
different
parts
of
the
product
right
like
the
epic
list
and
using
labels
in
ways
to
kind
of
like
solve
this
problem
right.
But
that's
that's!
What
we're
working
toward
okay.
A
C
Still
think
yeah
this
is,
you
know,
one
of
our
main
jobs
is
like
crafting
the
right
for
you,
but
then,
if
there's
a
lot
of
views,
it's
like
how
do
you?
How
do
you
know
which
one
is
the
right,
especially
if
there's
someone
maybe
like
you
know,
maybe
Parker
may
know
right
but
Delaney
and
then
especially
Sacha
is
probably
like
well
yeah
anyway.
We're
right.
B
I
filed
is
in
the
level
of
like,
let's
not
pretend
or
treat
our
users
like
they're,
not
smart,
I
know
what
boards
I
try
back
because
I
bookmark
him
like
that's
just
what
people
do
like
I
can
go
to
my
portfolio
management
board.
I
can
go
to
Marc's
board
I
go
to
Gabe's
board,
I
know
where
they
are
in
the
drop-down
lists.
We
have
it
documented
in
our
handbook
where
our
boards
are
and
where
you
need
to
look
yeah
in
Hanukkah.
B
There's
more
boards-
and
there
should
be,
is
because
we
force
people
to
create
duplicate
workflows
because
we
don't
have
a
view
to
track
epics
through
workflow,
so
different
departments
create
a
board
where
they
have
mock.
Epics
that
are
really
just
issued
is
that
they
move
through
a
planning
process,
so
they
have
a
visual.
So
then
that's
kind
of
that
thrash
and
noise
reduction
we
can
accomplish
here.
Okay,.
A
A
Made
miss
an
opportunity
to
to
actually
caption
some
ideas
over
here
that
some
future
ideas.
They
don't
necessarily
have
to
come
from
this
workflow
that
we're
doing
now.
Are
there
any
future
ideas
from
your
previous
hackathon
that
you
want
to
drop
on
here
and
try
to
prioritize
yeah.
B
They're
pretty
granular,
so
they
kind
of
get.
There
are
a
lot
of
like
into
the
weeds
items,
but
like
one,
was
the
ability
to
like
automate
part
of
the
workflow
if
I
move
and
if
I
move
a
ticket
to
this
workflow
I
want
it
to
automatically
assign
it
to
this
individual
right.
So
there's
automation
there.
There.
C
B
Mean
interesting
not
directly
board
related
the
actions
of
the
issues
and
the
individuals
populate
data
that
then
make
analytics
and
insights,
valuable
I
think
there
are
data
and
analytics.
We
need
to
surface
on
the
board
to
make
them
more
valuable,
like
what
I
need
to
see
how
long
a
card
has
been
in
a
workflow
state.
I
shouldn't
have
to
go
decisons
to
get
a
accurate
representation
of
how
long
tickets
are
sitting
in
the
review.
Column
I
should
be
able
know,
that's
been
14
days.
B
A
C
B
C
B
C
That
could
be
like
a
good
example
was
saying
if
someone
put
assigning
yeah,
maybe
like
so,
for
example,
if
someone
has
that
right,
no
I
just
think
it
like.
The
scenario
was
like
hey,
there's,
a
access
request
right
and
the
manager
came
in
and
said
yeah.
This
is
approve,
but
they
didn't
add
the
approved
label.
So
it
just
kind
of
sat
there
for
a
few
days
and
then
there
was
there
had
to
be
a
bunch
of
back-and-forth
conversation
around.
Like
hey
manager.
Did
you
actually
approve
this?
C
C
A
A
B
C
B
A
The
whole
practice
versus
Theory
thing,
yeah,
all
right,
cool
I'm
glad
we
were
able
to
do
that.
C
C
C
A
You
put
a
spreadsheet
in
Sekulow,
yeah,
functional
spreadsheet,
alright
yeah.
If
anything
else
comes
up
for
just
feel
free
to
to
go
over
there
and
pop
it
in,
but
otherwise
we'll
get
back
to
the
workflows
and
I
think
we
left
off
with
I
think
we
came
kind
of
to
the
end
of
Parkins
flow
because
then
we
started
transition
into
the
things
that
doing
he
cares
about
when
monitoring
is
use.
A
C
A
B
B
B
C
C
B
Mean
so
the
workflow
represents
the
stages
that
works.
Our
work
is
in
you're,
able
to
then
say
these,
so
many
issues
are
in
dev,
so
many
issues
are
blocked.
So
many
issues
these
issues
are
in
review.
You
have
a
visual
representation
of
where
your
work
is
in
your
workflow.
You
can
use
that
to
understand
the
state.
C
B
B
B
C
C
B
B
So
why
we
could
solve
some
what
we
already
are
kind
of
doing
this
with
the
blocked
issue
icon.
We
need
to
expand
on
that,
so
it
actually
shows
you
what
issue
is
blocking
it,
but
then
you
can
actually
have
a
visual
indication.
This
is
blocked.
That's
why
it's
probably
stuck
in
a
spot,
most
of
the
wise
gonna,
be
if
the
users
are
interacting
with
the
tool
contained
inside
the
issue
or
the
EMRs.
So
there's
a
that
in
itself
is
probably
a
very
deep
hole.
B
We
could
go
into
to
try
to
help
provide
insights
on
the
board
on
why
something
is
where
it
is,
but
I
would
not
put
that
in
something
we're
gonna
do
soon.
What.
B
C
A
C
A
C
B
On
it,
too
much
right
now,
because
we
have
a
long
way
to
go
to
what
you
can
get
there,
but
I
mean
simply
the
state
that
users
need
inside
and
users
need
analytics
data
that's
presented
at
the
right
level,
then
you
move
into
a
level
of
how
do
you
turn
those
analytics
and
insights
right?
So
this
is
where
we
can
provide
reports
say
like
look.
Your
the
amount
of
time
tickets
are
stained
and
being
in
this,
workflow
is
increasing
steadily
each
iteration.
B
B
Just
like
you
know,
if
we're
looking
at
the,
if
we're
running
an
issue
board
and
having
the
data
point
on
how
long
the
ticket
has
been
or
that
issue
has
been
in
a
workflow
state,
that's
the
right
level
right,
I,
don't
know
if
I'd
want
that
needs
to
be
serviced
at
the
epoch
tree
level,
because
the
epic
tree
level
isn't
dealing
with
workflow
states
right.
So
it's
at
the
the
right
data
at
the
right
time
to
the
right
audience
is
an
X
part
of
that.
C
C
C
C
A
A
So
when
Delaney
is
monitoring
a
team's
work
in
flight,
they
need
to
be
able
to
easily
review
and
digest
the
current
progress
so
that
they
can
confidently
report
to
cut
stakeholders
and
leadership.
This
starts
where
again,
Parker
has
prioritized
some
work.
Sprint
planning
is
conducted,
and
that
is
a
whole
team
or
at
least
Delaney
and
Parker
are
doing
that
or
is
it
just
Parker
yeah.
B
I
mean
they
did,
that
depends
on
the
organization.
Hopefully
it's
little
team,
yeah.
A
The
the
work
is
moving
across
the
workflow
and
again
that's
that's
really
just
dependent
on
the
team
right
with
that
word
of
them.
But
there
is
a
flow
of
the
work
stakeholders
begin
to
ask
when
some
of
the
work
items
might
be
complete
or
if
it
will
be
complete
by
the
end
of
the
milestone
of
spring.
Delaney
can
answer
that
question
because
Delaney
can
visualize
where
the
work
is
via
the
board
and
the
work
labels
and
Delaney.
A
A
C
B
B
A
B
C
C
C
B
A
A
B
B
B
A
B
Cuz
I,
like
I
like
it
at
this
level,
because
it's
a
smallish
granular
part
that
we're
talking
about
this
block
and
that
is
often
whom,
by
the
Sasha
individual
keeping
up
their
issues
into
Mars.
Then
you
know,
like
hasn't.
No
hygiene
of
the
work
with
the
right
labels
and
the
info
weights
and
stats
I
feel.
C
Like
the
context
is
different,
so
it's
like
when
recording
status
would
be
Parker
and
then
like
when
working
on
it
I
mean
I,
don't
know
what
this
area
like
when,
when
working
on
an
issue,
I
need
to
ensure
my
status
is
accurate,
current
and
quantifiable,
and
that
would
be
Sasha
like.
Is
it
two
different
things
you
think
Keenan
I
mean.
B
C
B
C
A
B
A
Yeah,
maybe
then
we
could
talk
about
this
as
a
scenario
for
this
job,
or
we
could
either
talk
about
as
like
a
scenario
like
a
use
case
or
a
sub
job
there
at
some
articulation
a
lil,
a
level
below
this,
that
we
could
articulate
to
make
this
workflow
more.
B
A
About
the
job
where-
and
this
might
be
like
a
just
a
scenario
or
a
use
case-
where
Sascha
sees
that
work
is
ready
to
be
picked
up
and
then
starts
working
on
it
and
then
is
not
done
necessarily
but
has
needs
review
or
needs
to
move
it
to
the
next
state
so
that
it
can
be
I,
don't
know,
move
to
the
next
transition
state.
Is
that
kind
of
a?
I
said:
that's.
A
C
B
Mean
again,
you
know
it.
We
don't
do
this
here,
but
many
other
places
teams
get
together
and
do
a
daily
stand
up
and
walk
through
the
board
go
Mike.
What
are
you
working
on
Nick?
What
are
you
blocked
by?
Well,
you
help
quit
when's
that
gonna
be
done.
What
are
you
picking
up
next
right
when
you
do
that
through
a
visualized
workflow
board?
Sometimes
it's
like?
Oh
no.
Actually,
that
needs
to
be
put
in
a
review
before
I
went
home
last
night
and
forgot
the
ticket
cool.
B
We
move
that
over
who's
picking
it
up
now,
that's
a
nice
reveal.
We
need
somebody
to
go,
look
over
that
and
make
sure
it's
ready
before
all
of
this
is
powerful,
because
it
enables
those
conversations
of
those
interactions.
Two
people
on
the
team
to
help
make
sure
work
is
flowing
to
the
right,
aha
and.
A
B
A
A
A
Actually,
thanks
for
that
Keenan,
because
we
do
need
to
bring
these
over
to
prioritization
when
I,
when
idea
that
Alexis
and
I
were
talking
about
was
rather
than
the
essentially
the
two
of
you
right
but
like
with
me,
facilitating
instead
of
just
the
two
of
you
prioritizing
my
level
of
effort
and
value
to
do
a
follow-on
session
or
maybe
asynchronously,
but
I
think,
like
a
synchronous,
would
be
more
efficient
for
part
ization,
but
to
work
with
the
engineers
to
do
this
level
of
effort
user
value,
matrix
kind
of
thing.
B
B
A
C
A
C
A
A
A
C
A
A
B
A
If
you
could,
if
the
two
of
you
could
just
drop
like
a
couple
of
ideas
into
each
of
these
columns,
that
would
really
help
me
a
lot.
It'd
be
really
good
feedback
for
me
and
I'll
set
a
timer
for
about
five
minutes
so
and
don't
don't
feel
any
pressure
to
like
generate
a
bunch
of
ideas.
Just
you
know
a
couple
for
each
column
or
one
for
each
column
and
be
great.
A
A
C
A
This
I,
like
this
idea
of
a
some
pre-work
before
the
meeting,
that's
awesome,
I
think
that's
good,
and
now
that
we
have
some
flows
on
the
board,
I
think
we
could
probably
ask
John
and
Donald
to
maybe
do
that
because
now
that
examples
to
see
and
then
we
can
create
a
lane
lane
for
each
of
them
right
for
Delaney
a
lane
for
Delaney
I,
think
it'd
be
tough
to
do
that.
Just
on
a
blank
canvas
though
so,
but
yeah
it's
a
really
good
idea,
and
we
replicate
this
more
async
for
time
zones
totally
agree.
A
That's
why
I
like
having
on
one
mural
board.
That's
like
our
artifact
of
truth,
I
think
it's
week,
eight
as
this
is
more
socialized
on
the
team.
I
think
doing
a
sync.
It's
totally
a
pizza
bowl
I.
Think
people
need
to
be
my
assumptions
that
people
need
to
be
familiar
with
the
format
though,
but
I'm
open
to
be.
You
know
open
to
be
challenged
on
that.
Obviously,
and
then
yeah
shouldn't
go
for
our
hackathon.
C
A
C
C
I
just
feel
like
every
two
keynotes
but
they're
very
high
level,
and
we
did
that
on
purpose,
but
we
haven't
really
taken
them
a
lot.
Tyler
I,
don't
know
if
you
could
break
them
down
or
like
you're
saying
have
like
job
steps,
have
those
kind
of
sub
jobs
to
think
about
that
might
make
it
a
little
easier
to
focus.