Ever wondered about how and why we estimate on agile projects? In his first article on InfoQ, David Morris draws on his own experience with since the 90s, and that of several leading agile writers, to explore the topic of agile estimating: what it is, how we typically do it, why we should bother, a brief appraisal of the #NoEstimates debate, and closes with some advice for people new to it all.
Story cards are a long-established tool for keep track of requests and populating a backlog, but the current common format for storycards can lead to improper focus, improper conclusions, wasted time and wasted opportunity. With a subtle but important change to the way storycards are formatted these issues can be overcome, increasing delivery of real customer value
Planning and budgeting large projects is often based on trying to predict how development will turn out. Stories are estimated by the development team, but the budget for the whole project is independent from those estimates. Especially for complex projects this leads most often to (unwanted) surprises. Insights from beyond budgeting can help to increase flexibility, and focus on business value.
Eduardo Miranda from Carnegie Mellon University explains planning in agile projects, planning techniques, and the impact of agile on project management offices and the project manager role. 4
While stories are commonly used to prioritize development, a basic divide has formed over whether it should be done with numbers or without. 1
Building on their work on Real Options, Chris Matts and Olav Maassen are writing a graphic novel to explain the concepts and share their knowledge. They discussed the novel and the process with InfoQ.