Sometimes a piece of analysis work can be very open-ended, or at least there is a danger that it might go on too long. Examples I’ve come across are reviewing … Continue reading Hubbard’s powerful question: What decision do we want to support?
Last week I wrote about the value of stopping work to tackle tech debt, and more specifically when we might expect to recover from the temporary stoppage. In the ensuing … Continue reading The cost of delay of technical debt
One of the questions that arises with many teams I work with is: Is it worth spending an iteration (or more) not delivering any features but just working on our … Continue reading Should we stop to address technical debt…?
A colleague pointed me to a nice article by Sue Davis about writing for the public, and among the suggestions was the idea of timeboxing feedback: “If you don’t, the … Continue reading The benefits of timeboxing a solution
Most project teams I work with prioritise their work in a simple order: most important, second most important, etc. But sometimes people still use the MoSCoW method, and I find … Continue reading There’s trouble in MoSCoW
There are many ways to measure a plan’s quality. Some of these are: flexibility, how realistic it is, and the number of internal or external dependencies. But in the end … Continue reading Frequent delivery is the test of a plan’s quality
I was speaking to a colleague recently about how her teams were getting on, and she said, “I’m pleased that we’re talking more about prioritising a backlog, much less about … Continue reading Prefer a backlog to a scope
When planning a piece of work we can often find ourselves trying to measure or score the various features according to their value. For example, if our project is to … Continue reading If you can’t measure, prioritise
Some people think agile teams have less responsibility because the plans are looser. In fact the opposite it true. When organisations start their agile journey, there are—inevitably—slips and confusion along … Continue reading Agile teams have more responsibility with less planning
What makes a good plan? Superficially a good plan is one that delivers what we want. And certainly if a plan does end up delivering what we want then we … Continue reading Good plans are flexible