Delivering the “good enough” is good enough no pun intended.
Improving it to “ideal” is the procrastination in many cases.
This corresponds a lot to Agile principles:
- The “good” is good enough to get the feedback fast and to (dis)prove the hypothesis.
- The “ideal” hardly ever adds new value.
- If extra value is missing, the feedback shows it.
- If the value is not recognized, why continue?
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The “good → ideal” bites our backs pretty often. It’s in human nature to stick to something well known (therefore comfortable) rather than facing new challenges.
Moreover, this is a good excuse: formally I was working on a functionality.
However, not on the product 😕 as the product already moved forward.
The art of management is to recognize the threshold between the “good enough” and the “ideal”. This isn’t only about the formal management: the self-organized Agile teams should master this wisdom as well. Keeping the Product Goals in mind helps a lot with this exercise.
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The obsessive perfectionism might be associated with far more severe individual issues like overwhelming anxiety (of upcoming changes) or some other problems. Please be very careful with these signals.