Principles
Summary
These principles are the philosophical backbone of Golazo. They bias for flow, shared ownership, sustainable pace, and fast learning so teams deliver real value early and often.
Core Principles
Deliver Quickly
Ship small slices of value instead of waiting for a "big reveal". Faster feedback shortens the risk window, enables course‑correction, and compounds learning.
Eliminate Waste
Continuously remove activities that do not add customer or future team value (excess WIP, long debates without data, manual repetition). Every visible step should earn its keep.
Defer Commitment
Decide at the last responsible moment, not earlier and not later. Avoid speculative work that might never be needed while still preparing enough to move fast when the time comes.
Build Quality In
Quality is created upstream, not added at teh end. Tests, observability, design clarity, and peer review are integrated into the normal flow so rework and defect queues stay near zero.
Create Knowledge
Treat each change as a chance to grow collective understanding. Lightweight design docs, review conversations, and ticket ownership rotation spread context and reduce single‑expert risk.
Respect People
Protect focused time, limit multitasking, and assume good intent. A predictable, humane system outperforms a heroic one and sustains long‑term velocity.
Succeed and Fail Together
Wins belong to the team; setbacks trigger shared learning, not blame. We swarm problems, rotate work, and make decisions in the open so no single person absorbs disproportionate risk or credit. Collective ownership builds psychological safety and sustained improvement.
Optimize the Whole
Prioritize total team throughput of valuable work over individual activity. The highest leverage move is often helping someone finish, not starting something new.
Applying the Principles
- Deliver Quickly - Keep ticket scope less than 2 weeks and release slices that a user or stakeholder can validate.
- Eliminate Waste - Visualize blockers and backward ticket movement; discuss root causes in retrospectives.
- Defer Commitment - Capture emerging ideas in the backlog without prematurely designing or estimating deeply.
- Build Quality In - Require definition of done (tests, monitoring, docs) before starting engineering work.
- Create Knowledge - Two design signoffs and two PR reviews ensure context is shared, not siloed.
- Respect People - Enforce individual WIP limits (usually 2 or fewer active tickets) to reduce cognitive load.
- Succeed and Fail Together - Share credit; swarm issues; treat failures as inputs to learning, not blame.
- Optimize the Whole - Swarm urgent issues collectively; idle capacity goes first to finishing, not starting.