Re:Pointless work meetings 'really a form of therapy'
by Bartweiss on Monday November 18, 2019 @11:18AM
(#21565454)
At a bare minimum, teams that plan via "story points" or other time units ought to count meetings in those scores. When they don't, you start getting teams that either "get nothing done" or have to work nights and weekends because planning meetings are displacing all their intended work.
For actually tracking Meeting Points, one option might be to make them a project metric? As in: "We predict our project will consume 21 Meeting Points, if we go over 25 that's a failure to be analyzed afterwards like overruning schedule or budget, if we're under 15 we're probably budgeting wrong".
Re:Pointless work meetings 'really a form of therapy'
by throwawayjava on Saturday November 16, 2019 @12:45AM
(#21551229)
And I thought a few extra vipers was bad! I can't even imagine the level of ensuing bullshit...
Re:Pointless work meetings 'really a form of therapy'
by dredmorbius on Saturday November 16, 2019 @02:01PM
(#21554289)
Properly designing incentive systems in a realm of pervasive externalities and nonobvious costs and benefits is difficult.
I'm not saying the market/cost approach is necessarily the best or appropriate. But it's an interesting thought experiment to work through it.
Sometimes imposing arbitrary requirements (e.g., "have an agenda") is a cheaper way of effecting the same ends. Though Goodhart's Law is another pitfall.
NB: "vipers"?
As a positive incentive, a countering "attending" pool, also budgetable. Meetings with strong appeal would be compensated from that.
Not sure what to do with the Imaginary Meeting Points at the end of the year, though possibly use it as the basis of some sort of merit award or bonus.