All right. So this meeting. Just for those that are new is a, what I call a retrospective and a retrospective. If you're not aware, well, everybody knows what the word retrospective means, but it has a very specific meaning under the context of agile processes and continuous improvement processes.
So this meeting is the culmination or the end ceremony in an agile project. And we look at each week as being a project, right? So each week is an experiment or a project that we're experimenting with the zero DTE technologies that we practice here and we time box it in a week. So. It's a small enough period of time that we can look at that and say, okay, what we did that week, and what we set off to do that week was a success or not a success or whatever.
And it may have something to do with the strategies or methods that we use, or it may have something to do with the market, could have a number of things, whether it was successful or not. So then we look back at the week, what we did, why we did it, what was anything that popped up that was particularly unusual or successful or good or bad, and then try to come up with something that we can then move on to the next week.
So that's the hallmark of our continuous improvement process that you're continually looking back in a box way of what your, what you did in the past, what you could, what you did well, what you could do better. So that's what this is all about. This that is the retrospective ceremony and an agile process.
Virtually all modern organizations now are adopting some form of agile methodologies. I happened to be a, an expert at agile methodologies and probably one of the pioneers of it. I'm going back into the, uh, early to mid nineties. And in fact, when I was chief architect for sun Microsystems, I developed their worldwide development process around agile methodologies.
So I've been doing this for a long, long time. And so I saw the value in doing something like that here. And so that's why we're doing this. And that's what this meeting is all about. Just so you know, now we don't have any kind of intense rigor around that process. Some people think that you have to have some kind of, I don't know, forms or steps that you go through.
And that's just not true. Anyways. The big thing that we been trying for this past week and we've started on and we will definitely go forward with our late day trades late in the trading day trades, usually in the very last hour. Now most of our trades that we take, they start in the morning, well, everything starts in the morning.
So I'll give you an idea of what I do in the morning and what I'm hoping that you do as well on your own, or at least you will look at my example and then try to pick that up on your own. Now, most people just wait for me to push it out and then accept what I have. As if that is the gold standard and maybe it is maybe it isn't, maybe you have more insight to the market or I've missed something that I haven't.
And I expect people to point out things that I might've missed. So anyways, in, in the morning, well, let me just, first of all, talk about what the daily processes in a trade and it's a four-step process. So the first thing that we're doing is we want to do a market structural analysis and really what that means is trying to figure out what I will use the board here as something let's see, we'll do this.
We'll make it like a classroom. And, um, we'll create a new board.