If we’re all in the same physical space visualizing the timebox is easy. As each short cycle ends the team can ask, “Should we keep working on this? Pivot to a variation? Or kill the idea altogether and move on to the next thing.” They create urgency and perhaps most helpful, limit the amount of time a team may spend on a bad idea. Timeboxing activities such as brainstorming sessions, remote collaboration work and post-presentation discussions focuses a team to get the main idea out in the time allotted. Timeboxes alleviate some of this churn by limiting the amount of time a debate can go on before forcing a decision on next steps. Meetings like these are symptomatic of a team that lacks the information they need to make a decision.
How many times have you sat in a meeting as ideas continued being tossed around and the team churned without finding a step forward? My guess is many (many) times. Why is this? Timeboxes force an end to a process. Using timeboxes increases the agility in your teams’ ways of working. However, short cycles manifest in every behavior of an agile team starting with the 24 hours between each stand-up to focused, concise and well-facilitated team collaboration sessions. The largest of these short cycles, for teams practicing some form of scrum, is the sprint. They maintain a basic but steady cadence of rituals such as daily stand-ups and retrospectives (super important!) and, perhaps most importantly, they work in short cycles. They work in small, cross-functional squads. Teams that are truly agile, those that achieve master chef level of agility, have a few foundational practices in common.
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