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Value-Driven Planning and Metrics
A stable Agile team can cost roughly the same each week, but value delivered changes over time. Agile planning takes into account the customer's view of value, allowing the team to deliver the most important business value right away, and allowing their customer to halt the work when cost exceeds value delivered. Why aren't all teams measuring Business Value? Dan Rawsthorne shows one way to do it.
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Should We Manage Both Features and Tasks?
Although it keeps people busy, managing tasks is neither interesting nor useful. Managing value created provides greater leverage and greater risk management. Jon Kern blogged last week on creating good features (rather than tasks) by focusing on value and testability. But do we sometimes need to manage tasks, too? David Anderson used the Theory of Constraints to back an unexpected answer.
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Discussion: "Decide as Late as Possible"
Lean Software Development says "decide as late as possible", but this goes against the grain for new Agile managers and team leads, who used to be responsible for careful up-front planning. Can this possibly be right? A group of ScrumMasters recently discussed the topic.
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Sign up for the APLN Leadership Summit at Agile 2006
The APLN Leadership Summit will be held at the Agile 2006 conference in Minneapolis on July 26 this year.