Marc von Holzen

Agile

Iterative Development

Jan 1, 0001

Why Iteration Matters

Long-term goals fail when we try to achieve them in one push. Iterative development breaks work into manageable cycles, each with its own plan, execution, and review. This creates natural checkpoints for learning and adjustment.

The power of iteration comes from compounding: small improvements accumulate over many cycles into transformative change.

Implementation

Define Your Cycle

  • Choose a duration that matches your context (1 week for personal habits, 2 weeks for team sprints)
  • Set clear boundaries — a defined start and end creates urgency and focus
  • Make cycles consistent so you can compare and improve

Plan the Cycle

  • Select 1-3 priorities that can realistically be completed
  • Define “done” clearly before starting
  • Identify blockers and dependencies upfront

Execute

  • Protect focus time during the cycle
  • Track progress visibly
  • Defer new ideas to the next cycle

Review and Adjust

  • Compare results to plan — what worked, what didn’t?
  • Identify one improvement for next cycle
  • Celebrate completions before moving on

Common Pitfalls

  • Cycles too long — you lose the feedback loop
  • Cycles too short — no time for deep work
  • Skipping reviews — you repeat the same mistakes
  • Overcommitting — better to complete 2 things than half-finish 5
  • Don’t Break The Chain (for tracking consistency across cycles)
  • Environment Forming (for protecting focus during execution)

User Story

Jan 1, 0001

Why User Stories Matter

Work without context leads to solutions looking for problems. User stories force clarity about who benefits, what they need, and why it matters. This simple structure prevents wasted effort on features nobody wanted.

The format creates a shared language between technical and business stakeholders.

The Format

As a [type of user],
I want [some action or feature],
so that [business value or outcome].

Examples

  • As a new employee, I want a searchable knowledge base, so that I can find answers without interrupting colleagues.
  • As a manager, I want weekly progress reports, so that I can identify blockers early.
  • As a customer, I want order status notifications, so that I know when to expect delivery.

Implementation

Writing Good Stories

  • Be specific about the actor — “user” is too vague; “first-time visitor” is better
  • Focus on the need, not the solution — describe the problem, not your preferred implementation
  • Make value measurable — how will you know the story succeeded?

Acceptance Criteria

Add testable conditions that define “done”: