Backlog Management vs. Managing To Do – Let’s debate it. When we implement Kanban or Scrum to organise our work, we commonly establish a Backlog list (the first column) and a To Do list (following the Backlog).
Separation between the two is artificial, and individuals don’t always appreciate the crucial difference between the two.
The Backlog
Backlog is a long list of items, for numerous reasons (clients, our own needs etc.). Additionally, it is prioritised, so the most urgent tasks appear at the top, while the more far-fetched ideas will never become a reality.
For instance, an airport’s flight-boarding queue is called the “backlog” and a roadway’s traffic flow is referred to as the “backlog.”
The development team’s backlog includes all the software that must be produced.
As priorities increase, the more focused and concrete things become, like a baby who has lost their baby fat. This is backlog grooming or backlog refinement. And nonetheless the backlog is a list of tasks we wish to accomplish, do, or require. This is also referred to as Backlog Management
The To Do
The list of tasks is called a To Do because we feel we can fulfil them quickly and in high-quality. This is a major deal. Moving anything from the Backlog to Do entails significant accountability. This is quite serious. The hand that holds the note, and is used to drag it from Backlog to To Do should shake.
Once you decide to act, you want to move quickly. That is our cycle time. The quicker our cycle time is, the more focused we are, the risk of errors occurring decreases, and the chance of us changing our minds decreases.
Boarding begins when it is established that the aeroplane can taxi to the runway and then land without circling. How much time would be saved? And traffic on a road is similar example.
In Scrum, the team makes this option if the capacity is available. The team agrees to take action. The product can remain in the backlog until it is truly ready. What will you be ready for? Prepared for how the team-machine processes data. The team optimises their work method and equipment size. The team will have to learn how to better operate together.
Everything that a company has planned to do in the next quarter must be accomplished as quickly as possible, regardless of the initial decision to do it. And sometimes this entire process is known as – Managing To Do
Grooming
Of course, when the item is in the backlog, you must invest less in it. Investing while it is in the backlog will boost predictability, but concurrently, doing more tasks in parallel reduces focus and increases waste due to context shift. Find the appropriate balance.
It is also the same as recognising when a fruit is ready to be harvested.
Analysing and breaking it down
And what if something is huge? It takes a long time, but we do it in short, succinct steps. So that we will have something complete (even a draught) to use for future information while we finish our work.
Dealing with procrastination has shown to be almost impossible for me. I lose attention quickly, thus I need to accomplish my goals quickly. Also, an organisation must. Is your organisation well-focused?
After you’ve practised being swift and meticulous, you get more work done.
Redundant scope can be avoided by removing elements that are unnecessary.
Tossing it all into a jumble
When we mix the Backlog with the To Do, the problem arises. People prefer to get to their location before they start driving in the morning. Congestion ensues. Projects arrive, and we begin development. Congestion results.
How does it occur? To help find to-dos faster
Start out by just doing it. Managing is easy. Take action and complete the task. Managing well means being flexible. It is easier for everyone to get behind the wheel and drive than to sit about and wait for a sign.
Additionally, doing what you should be doing feels great. Workers are diligent, and we work hard when there’s a job to be done. The best method to do homework is to do it the day you receive it. I find it difficult to start anything I don’t need to do.
We need to learn to distinguish between what we need to do, what we should do, what we want to do, and what we are already doing. This split will allow us to focus on what we do, complete it when we are ready, and do more and better than we do today. To read on how to setup KANBAN in IT Operations, please read this article.
