We recently published a piece describing why we think Relative Estimation is a more effective alternative to Planning Poker. In this article, Principal Consultant Joel Bancroft-Connors explains how our recommended alternative, Team Estimation, works.
Estimation is hard. Even the most experienced development teams miss the mark with traditional time-based estimates. The most popular alternative, Planning Poker®, sounds fun, but falls short in practice. In our experience, Relative Estimation is far more effective — and it can be gamified too.
Developing fully cross functional teams can dramatically reduce waste. In this essay we explore why cross functional teams are difficult to implement, and how to overcome common obstacles.
A business cannot be Agile — nor have much of a chance at success generally — if it doesn’t understand its customers. While this may seem self-evident, conducting customer interviews isn’t easy. In this article we lay out the basics for successful customer research.
How Agile are you? Whether you're a job seeker or a hiring manager, these Agile interview questions will give you a clear answer.
A lot of Product Roadmaps get bogged down by becoming a detailed list of features and due dates. Avoid this pitfall by using an Opportunity Backlog to allow the product team to to explore customer problems before placing them on the Product Roadmap.
Impediments can slow down your Scrum team, or on a larger scale, block your organization’s Agile adoption. Here are four practical steps you can use to remove impediments and stay on track.
Release planning requires more than dates on a calendar. You need a strong Product Backlog as well as a shared Product Vision. In this how-to guide we provide a comprehensive review of the process and helpful frameworks to get the job done.
Are your Sprints getting bogged down or missing the mark? Scrum with Kanban might be the answer. We provide a comprehensive explanation of how Kanban can improve your process with Task Boards, Team Boards, and a better focus on customer needs.
Regular, well-run retrospectives are critical to the ongoing improvement of an Agile team. In theory, scaling this process into an enterprise-wide activity sounds like a great idea. The reality of large scale retrospectives is quite different, however.