Krama

The one-paragraph version

Agile came from software teams who were tired of planning a year ahead and discovering at the end that the plan was wrong. The whole idea is small: work in short fixed cycles, finish something real in each one, then look at what happened and adjust. Everything else is vocabulary.

The words, and what they mean here

Word	What it means	Where it is in Krama
Goal	The one thing all of this is for, 6–12 months out	Roadmap tab, and Settings
Epic	A big chunk of work — usually one project or one skill	Backlog tab, one block each
Milestone	A dated checkpoint you can point at and say "reached"	Diamonds and circles on the Roadmap
Backlog	Everything not yet scheduled, in priority order	Backlog tab
Sprint	A fixed two weeks. You commit to a set of tasks and do not change it mid-sprint	Sprint tab
Task	Something finishable in a day or two, with a clear "done"	The cards
Estimate	Your honest guess at hours. It will be wrong at first — that is the point	The hours on each card
Velocity	How many hours of work you actually finish per sprint	Review tab
Capacity	Hours available, after meetings and commitments are subtracted	The bar at the top of Sprint
WIP limit	Maximum things in progress at once. Finish before you start	Warning on the In Progress column
Burndown	Work remaining vs. days left — tells you early that you are behind	Bottom of Sprint

The rhythm — four moments, every two weeks

1. Planning (Monday, ~1 hour, together). Look at capacity. Pull tasks from the Backlog into the sprint until committed hours reach capacity — and then stop. Write one sentence as the sprint goal.
2. Daily check (5 minutes, alone). Open Today. What did I finish, what am I on, what is stuck. Move a card. That is all.
3. Review (end of sprint, together). Open the Review tab and show the finished work — a demo, not a status report. Anything not finished goes back to the backlog.
4. Retrospective (same sitting, 15 minutes). Not what got done — how it went. One thing to change next sprint. Write it down in the Review tab.

Being honest about the parts that will not work

Most of Scrum is machinery for coordinating six to nine people. Working alone, three things carry nearly all the value and the rest is ceremony:

• The fixed boundary. Every two weeks you are forced to stop and re-decide instead of drifting between forty-five projects.
• Measured velocity. After three sprints you know your real capacity. This is the antidote to optimistic planning, which is what actually kills solo plans.
• A scheduled review with someone else. Knowing you will have to show finished work to your father on a fixed date changes what you do on the days in between. This is the part that makes it work.

Two rules worth keeping

• Do not change the sprint mid-sprint. New ideas go to the backlog, not into this week. If something genuinely cannot wait, take something else out — capacity is fixed.
• Meetings are not tasks. Add them as commitments. They come out of capacity before you plan, so you plan against hours you actually have.

For Papa

You can edit anything here. In Agile terms the useful role is not manager but stakeholder: you set what matters most, you receive the demo, and you hold the deadline. The most valuable thing you can do is comment on tasks — every comment shows up in the Review tab, so nothing said gets lost between sittings.