That was an excellent read. Thank you for the emphasis on delivering value. The added column « Achieved Outcome » is a great idea. For my own learning benefit : How would one use it typically? Move the « Done » ticket to that fourth column and update the ticket with the achieved outcome (eg. NPS increase by 10% in one month)?
I could go pretty deep on this one, but I'll keep it fairly high level.
Linear uses just two levels of work units:
Projects
-- Issues
We wouldn't typically track "Achieved Outcome" at the individual Issue level, but more when a group of Issues are completed to complete a Project.
It's the Product Manager's role to take overarching strategy and Discover and Deliver the necessary Issues and Projects to effectively achieve the desired outcomes.
So while we might not expect an engineer or a UX person to be personally accountable for achieving an outcome, a Product Manager or a VP of Product normally should be watching the longer-term impact of the team's work.
Inspiring reading, thanks for that! Very inspirational, with the fourth column saying that most teams track "To Do," "Doing," and "Done." But for Cutler, there’s a crucial fourth column that changes everything: "Achieved Outcome."
That was an excellent read. Thank you for the emphasis on delivering value. The added column « Achieved Outcome » is a great idea. For my own learning benefit : How would one use it typically? Move the « Done » ticket to that fourth column and update the ticket with the achieved outcome (eg. NPS increase by 10% in one month)?
Hi Quynh - Thanks for the read & the kind words.
I could go pretty deep on this one, but I'll keep it fairly high level.
Linear uses just two levels of work units:
Projects
-- Issues
We wouldn't typically track "Achieved Outcome" at the individual Issue level, but more when a group of Issues are completed to complete a Project.
It's the Product Manager's role to take overarching strategy and Discover and Deliver the necessary Issues and Projects to effectively achieve the desired outcomes.
So while we might not expect an engineer or a UX person to be personally accountable for achieving an outcome, a Product Manager or a VP of Product normally should be watching the longer-term impact of the team's work.
Hope that helps!
Please DM if you have any other questions.
Inspiring reading, thanks for that! Very inspirational, with the fourth column saying that most teams track "To Do," "Doing," and "Done." But for Cutler, there’s a crucial fourth column that changes everything: "Achieved Outcome."
It’s an old lesson but essential to remember, William
For ten years, I've said you're only done when you made an impact.
Glad to see some people are wisening up.
I'm going to have to go with Upton Sinclair on this one, @Jurgen:
"It is difficult to get a man to understand something, when his salary depends on his not understanding it."
Far too many tech executives are incentivized for feature delivery alone...