Time flies when you’re having fun, right? The days seem to have melded together at the office.

We have shuffled through mounds of documentation, and it doesn’t seem to end, but we’re getting there. The problem with documentation is that I tend to go on a learning spree with whatever program I’m using. Exploring new (for me) ways of formatting documents and handle spreadsheets is fun, and good, but prone to time wasteage. The work on the documentation is taking a bit more time than we estimated – but what’s produced at the end of the day is good stuff! We also got stuck on some technical problems that took a bit too much time for comfort to sort out. And as in so many cases it was all down to a simple check box, hidden in some menu somewhere. Typical!

As part of the documentation-work we’re doing, we are also going to sit down and iterate on our business model using the Business Model Canvas (http://www.businessmodelgeneration.com/canvas) which I can recommend. I’m a true believer in Agile and Iterative methodologies, and it has come to my attention that I hardly iterate anything that’s outside of actual production. This is something that I intend to change. Its a good idea to sometimes stop and reflect on what you’re doing, and check up on what you were doing and thinking a few months ago. Sometimes things change a lot, sometimes the change is for the better, and sometimes its not. It’s imperative to evaluate if the change is going in a direction I want.

This is also a little bit of a comeback to Lean principles, which ”considers the expenditure of resources for any goal other than the creation of value for the end customer to be wasteful, and thus a target for elimination.”

We stumbled upon this philosophy naturally as a means of mitigating risks in the development process. We cut down our development cycle, outsourced what would take us time and/or techniques we didn’t have, and limited the scope of our product. By limiting the scope we could naturally decrease our production cycle. We could also increase our production values. This was possible due to the nature of the scheduling; we looked at our processes and defined which could be done in parallell and which had to be done serially. Once we understood what could be done in parallell we could mitigate the worst bottlenecks. Although at times there will allways be things that can’t be planned for, and tasks that are inherently unplannable. In the end it all comes down to doing your best and staying positive.

As Boyd’s Law of Iterations states – ”Speed of Iteration beats Quality of Iteration”.

Or in other words, fail often and fail fast. Because you don’t learn by doing things right.

I hope you all have a nice midsummer, enjoy the sun!