…most frequently at certain points within a sprint, note the number of days into the sprint when the micromanaging occurred. For example “Day 3” or perhaps “7 / 10” to indicate it occurred on day seven of a ten-day sprint. Time: Note the time of day when the micromanaging occurred…

…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…

…people to estimate with story points as large as 20, 40, and 100. We include these values in the decks of Planning Poker cards that we sell and give away in classes and at conferences. Yet many people tell me they start out my taking the 20, 40 and 100…

…items (for example, in story points), include the size of the story. Also include any additional notes from the sprint review on relevant decisions. Finally, consider including a list of actions decided as a result of the sprint retrospective. This is entirely optional and be sure the team is OK…

…how the concept of story points can sometimes turn into person-hours. He emphasizes that the key is to focus on addressing the process to make it more effective and user-friendly. [23:12] - Why story trackers are crucial for operations teams. [23:55] - Brian offers his take on Jira. [24:35] -…

…item. Put the user story or other description here. Next include the size of the item, usually this will be in story points. Then list the status of the item. Mostly this is whether the item was finished or not, but include anything else that is important to note. Finally,…

…from the locus of points that trace out the points on the ECC curves as they shift with learning over time. If one wants to plan to minimize the total expected cost of change when learning takes place by minimizing the area under the Composite ECC line, it is now…

…whatever unit the team prefers—story points, ideal days, team days and so on. On the burndown chart pictured above, the team started a project that was planned to be six sprints. They began with 360 story points of work. To finish within six sprints, they planned to average 60 points…

…develop a particular user story from the product backlog, you and I need to work together. In doing so we learn each other’s skills and specific competencies. I come to know you not just as a Java programmer but as a Java programmer with a real passion and strength for…

…two parts: user and story. The user is embedded right at the front of stories when using the most common form of writing user stories: As a I so that . Many of the user roles in a system can be considered first class users. These are the roles that…

…units used on a team’s product backlog items, usually story points.

…I recommend teams use story points for estimating. I recommend that the team pick a day other than Mondays for starting their iterations. I recommend the Szechuan Chicken at Spice China. But none of these things is required for success with agile. Each may help a team be better, and…

…Do you change the story points on an item if it turns out to be bigger than you thought? 14:50 - Mike: Why use Fibonacci numbers to estimate? 18:05 - Brian: Should Product Owners attend a Daily Scrum? 20:25 - Mike: What’s the best practice for capturing Non-Functional Requirements? 23:00…

…bad at estimating with story points. And it's almost certainly not because your team is lazy. In my experience, the number one reason projects are late is simply because your product is bigger than you think it is. You have a good idea of what the final product will look…

…world. [19:05] - Brian points out the pace that AI technology is improving, underscoring its impact on setting new standards of improvement industry-wide. [22:36] - Hunter shares his approach to integrating AI tools in his coding and testing processes, highlighting when they're beneficial and when they're not. [28:46] - Brian…