…theory behind estimating with story points, if you don’t account for human nature and personality dynamics, you can still encounter problems. I’m not saying your team members are problem people; I’m sure they’re awesome. It’s just that people bring baggage and preconceived notions to the estimation process. How People Problems…

…hear practical guidance on story points versus time, why teams should estimate only when it helps someone make a decision, and how to keep estimates from damaging trust. They also cover where flow metrics help, where they fall short, and how teams build credibility with leadership through responsible planning. References…

…zero-point card? Remember that story points are used to estimate the effort involved in delivering a product backlog item. A zero-point estimate simply indicates that delivering that item does not require “any” effort. That is usually an exaggeration. The product backlog item will take some effort but usually so little…

…one of the key points that's made in the book is the fact that when you see statistics about autism, you'll find that there's a huge number, there's a disparity. There's a large number of men, of males that are diagnosed and a few, a smaller percentage of females. And…

…how to construct a story with acceptance criteria or a bug with steps to reproduce. Other times you have a product owner who's really, really on their game and very established. And then you're going to be more hands off and just providing a little bit of guardrails according to…

…a gross estimating approach (story points). A pull-based system sounds nice, but it doesn’t sound like it’s going to give me a better sense of what we can accomplish in a sprint. Your velocity is somewhat stabilizing, but you’re still committing to more work in Sprint Planning than you can…

…average velocity of 25 points per iteration over the last year and they have time for 8 iterations in this new project; therefore they will complete around 200 points in those 8 iterations.” But what do we do when we are managing an agile project where team membership or size…

…of the big friction points between the business side and the developer side is take SQLMesh. If that's something that my team has never worked with and I have someone on the team who is interested in that and wants to, thinks it might give us some benefits, There's friction…

…we already know that story. whole reason, for those listening, consider this, whole reason Agile took off was the option A wasn't working and very clearly wasn't working for complex projects like software. Now for this person to come and recommend XYZ, of course, not surprising for all the listeners…

…between 100 and 120 story points.” Such statements are based on a team knowing its velocity (perhaps as a single, averaged value but even better as a range). How to Account for Time Off & Holidays in Long-Term Plans But how should a team estimate its future velocity when team…

…it. There's a wonderful story about this in… Founders at work a book by Jessica Livingston and she talks about this kind of group of super smart people in late 90s who Came up with a very very efficient Cryptography algorithm and a way to compute the cryptography so they…

…one of the friction points here in shared services is you've got these demands coming at you. all day, every day from all these different corners and from everyone, it's urgent. From everyone, this is the most important thing. So how can you apply some of this product ownership mindset…

…working on a user story, “As a user, I am logged out after n minutes of inactivity.” Before that story can be considered complete, someone is going to need to decide how long n is—30 minutes? 12 hours? But, someone could absolutely begin work on that story without the answer.…

…work. I know my story. I've got all the requirements. I sit down at the IDE, and I start to think about how am I going to write a test. I don't know where to start. I know what I need to do. It's not that. It's picking a place…

…has requested. By contrast, story-writing workshops are when the product owner, stakeholders, and team brainstorm what functionality the customer needs most. By the end of sprint planning, the team selects how much work they can do in the coming sprint. The product owner does not get to say, “We have…