Agile covers product tasks and is generally tasked at the iteration level (week/2 weeks/ month whatever your iteration length). Though there is the standard "what are you working on today?" "What will you work on tomorrow?" and "What's blocking you" that comes up in Scrums.
That being said this stuff seems to cover all the daily tasks (meetings, emails, etc) that is not covered in Agile. This is my main issue with this process. If you're already an agile shop then now every thing you do is being tracked. I'm not sure all teams would respond well to this. Personally I wouldn't like it much - I, personally, would feel micromanaged at this point.
This approach certainly does borrow from the scrum daily standup meeting. Again, our goal is not to track anything that takes less than an hour to do.
And I would like to stress that this isn't a "management technique," that we force our employees to do. This process is for teams and people who see value in looking ahead at their day and providing themselves some context before diving straight in.
If I'm taking a car ride, even a short one across town, I still like to pick my route.
Again, our goal is not to track anything that takes less than an hour to do.
This point is not clear in your anecdote which has "I have some emails to do and a form to send to the accountant" turning into line items on a board.
Also to be clear - I'm not anti-planning. I also would never tell you to change a process that is working for you. But these are some reasons why I wouldn't implement this planning technique for a team that I run. I'd prefer to keep my planning product focused and I'm okay with resetting on tasks with my team on a bi-weekly basis and a quick standup daily.
This is a GTD style technique that I think works great for certain individuals and not so great for others (I've always sucked at handling to-do lists), which is why I'm not sold on it as a team technique. I think you respond well to it, but I would not. So if it works for you by all means - keep it going.
You're totally right. I should have been more explicit in my example. Once in a while, if I have enough admin work to do, I might write a task that says, "administrative tasks," so when I do hit inbox zero and complete all of those little tasks (that do add up to more than an hour), I can keep track of accomplishing it.
I don't think there's any conflict between our two approaches at all. I believe our system is:
- Product based: all tasks that go on the board directly relate to our product
- We're ok with resetting on tasks as well. It's just that if it takes more than two days, we obviously got the task wrong, and it is either too big or there's a bottleneck. There's no punishment for not completing a task.
I used to dislike the idea of to-do lists because I wasn't good at following up with them. This idea adds a social element, which has helped me a lot in getting better at organizing my day.
Would you be open to trying this with your team for one day? It's a very low-overhead technique, and you never know - you might just end up enjoying it. And even if you don't get much out of it, maybe someone on your team will.