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Estimating the Unknown: Dates or Budgets, Part 4 In Part 3, you had some knowledge of the team’s velocity. This is the option of when you do not have knowledge of the team’s velocity, because this team has not worked together before, or has not worked on a project like this before. You are all coming in blind. |
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Estimating the Unknown: Projects or Budgets, Part 3 You have options for estimation, once you have met the preconditions. If you don’t have the feature set in a ranked order, you are in trouble. That’s because if you use any lifecycle other than an agile lifecycle, the feature order matters to your estimates, and the team will discuss the feature order in addition to the size of the estimates. That will make your estimation time take longer and your team will not agree. It all starts to get stickier and stickier. |
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Estimating the Unknown: Projects or Budgets, Part 2 So now that you know why it’s so difficult to estimate what do you do when someone asks you for an estimate? First, you ask a question back: “What’s most important to you? If it’s 3 weeks before the end of the project, and we haven’t finished all the features and we have ‘too many’ defects, what are you going to say? |
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An Energizing Workshop Ice Breaker Sometimes the best way to begin a presentation is to start with something fun and completely unexpected. By allowing your audience to have fun, while learning at the same time, it can provide you with a great mood and tone before ever even beginning your talk. |
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Estimating the Unknown: Dates or Budgets, Part 1 Almost every manager I know wants to know when a project will be done. Some managers decree when a project will be done. Some managers think they can decree both the date and the feature set. There is one other tiny small subset, those managers who ask, “When can you finish this set of ranked features?” |
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How to Lose a Customer Giving your clients the opportunity to voice their opinions after conducting business with you is a great way to express your interest in continuing to work with them. Just make sure you're earnest in hearing their thoughts and that you don't simply think this is accomplished with a survey alone. |
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Which Program Team Are You Managing? Some program managers whose organizations are transitioning to agile are not always clear on which program team they are managing. Sometimes, that’s because the organization doesn’t always realize they need more than one program team. |
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Economics, Models, and Money Israel Gat had a great Agile Cutter Advisor recently, the Friction of Agile (registration required). He discussed the friction of agile going up in geographically distributed teams because of the dis-economies of assimilation (the space-time continuum problem, and the issue of under-funding the infrastructure of the non US-based teams). |
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How to Manage the Hurly-Burly Hubbub of Change Giving yourself, and your team, the necessary time to adapt to and move on from change is the healthiest way to make sure that everyone is back on the same page in a timely manner. Learn how to avoid prolonging the necessary time to "heal" by minimizing turbulence. |
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Why Some People Breeze Through Change Effortlessly Why is it that some people really struggle with stress and change, while others breeze through it seemingly effortlessly? By knowing that "it could be worse" from those who've experienced it, may help you see just how good you've got it! |
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