Planning Poker provides an engaging way for the team to discuss implementation approaches and build consensus around the effort involved.
In the most successful projects, the backlog is co-owned by developers and managers. Learn why this approach to backlog management works.
Estimates are first and foremost for project planning. Eventually, as various team members get familiar with the codebase, disparities should fade away.
I propose that we stop measuring throughput or velocity. Instead, companies should empower software teams to make value estimates on individual work items.
In this third part of my Rethinking Agile series, instead of adding practices, I recommend something for you to remove. That is, stop estimating effort!
You are down to the final two choices for a software partner, and you have vastly different project cost estimations. What’s your next move?
Estimating work is a difficult process, and coming to consensus can be challenging. But just averaging everyone's points estimates isn't good enough.
In every backlog I've estimated, I encounter the story that knows no bound. The Un-estimatable Story. Anxiety wells within me at the drawn out conversation about to begin as we get