Documents cannot substitute, nor can they offer the richness and value generation that is achieved with direct communication between people and through interaction with prototypes. For this reason, whenever possible, the use of documentation, which generates work that does not add direct value to the product, should be preferred and reduced to an indispensable minimum. If the organization and the teams communicate through documents, in addition to losing the richness that interaction with the product gives, it ends up drifting to use documents as barricades between departments or between people.