The older I get, the more I notice how valuable it is to simply move on from the anchors holding you back. When someone makes a mistake forgive them. When someone wrongs you, move on. When someone slights you, let it go. When someone tells you they didn’t mean it, believe

Yes. Work (very) small, release (very) often. Small things that provide customer value that are released often bring in revenue sooner == business value. It's a win win. Large batches create liability in the hope that you'll provide some value weeks (or months) down the line.

It might be nine years old, but this deck is excellent. It is insightful on how to test microservices and the trade offs between different aproaches martinfowler.com/articles/micro…

I can think of nothing valuable to do with estimates. They are all about up-front planning. Otherwise, they're a guess. An up-front plan with enough detail to estimate is actively anti-agile, where change is welcomed even during the development process. Instead, focus on moving

If you start with the premise that people want to do a good job and create an environment where they can collaborate with each other and the customer whilst removing obstacles you will be surprised by what can be delivered and what problems can be solved

"Low performance" is an indicator of bad management, not a bad team. To improve performance, you must change the system within which the team works. Local optimization fixes nothing (unless you're dealing with a bottleneck, but dependencies are themselves a symptom of a bad

The world would be a much better place if every programmer used the Tell-Don't-Ask principle. That means to do this: quote.extendExpirationBy(days); Not this: LocalDateTime dt = quote.getExpirationDateTime(); dt = dt.plusDays(daysToAdd); quote.setExpirationDateTime(dt);

Deming said “You can only measure three percent of what matters”. The industry's obsession with metrics does a lot of damage. I'd certainly focus on solving tangible problems, but I find that using metrics as a measure of success (whatever that is) is usually counterproductive.

The product owner's job is NOT to tell the team how to do its work or what to work on. They "order the backlog" but it's up to the team as a whole to decide "who does what, when, and how." A PO is ***not*** a manager. They tell nobody what to do. Their job is to understand the

Report to boss: "Reactionary decisions with vague objectives and artificial boundaries executed by ad-hoc groups have led to technical debt and low morale." Boss: "How could this be? Quick; Get some of our top people and give them 3 months to solve this!!" #leadership

Well written blog post. Told me exactly what I needed to know in really succinct and well written way. Thank you Adnan adnanrafiq.com/blog/how-to-ad…

The Legendary Coach Dick. ‘Winning is being better than yesterday, every day.’ 🫡

Backlogs are a Scrum thing, not an Agile thing. Customer-driven shops that work with agility decide what to do next by doing the current thing (and getting feedback). The decision is driven by strategic planning, but backlogs are entirely tactical.

Estimates are not needed for choosing what work to do. The only thing that matters is customer value. If something is essential to the customer, you cannot choose not to do it. If it’s not essential, don’t work on it at all. Admittedly, they may be useful for cost-of-delay

A Sprint is NOT a mini project. You DO NOT commit to finishing some specific bit of work (or be somehow penalized if you don't "finish" on time). It's NOT about completing stories (or, horrors, retiring tickets). That's all nothing but control-focused waterfall management

Maybe instead of #NoEstimates, it should be #WhyBother. We all know they don’t work. Estimates are the worst sort of productivity theater, given that nobody believes that they’re even close to accurate.

So many of the comments I hear about estimation boil down to "but we have to plan and meet our goals." That's a deep failure to grasp the concept (of agile ways of working). We plan strategically, and our goals are strategic. The details of what we have to build to meet those

If you assigned 1 story point to every story, how much slicing would you do before you were confident you could actually complete each story in a day or so? Congratulations! You just discovered #NoEstimates. Stop trying to fit the estimate to the story. Start slicing the stories.