Agile

To estimate or not to estimate? That is the question.

Or is it?

It’s not so much the act of estimation that’s the issue. We accept that estimation can be a useful tool to help teams gain a shared understanding of a work item, and to break work down. It’s what we do with those estimates afterwards that matters. Other than the value to the team, the most common reason for doing any estimation is in an attempt to be predictable: we want to be predictable so that we can budget for projects, and provide our stakeholders with some understanding of the progress of those projects.

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Agile

The Ideal Agile Board

What does your ideal agile board look like? Simple: one that dispenses Krispy Kreme doughnuts and coffee for free. Unfortunately, the recent meeting of the London Agile Discussion Group considered more process-driven matters around how a good agile board should look.

The original plan was to discuss each other’s boards, but we decided that this was too problematic due to everyone’s implementation being tailored to their own circumstances: some don’t code review, some have separate testing and UAT instances, some use e-boards, et cetera.

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