Hans Samios' Personal Lean-Agile Knowledge Base

This is a sitemap over all available pages ordered by namespaces.

playground
wiki
10_reasons_estimation_and_planning_fails_and_what_to_do_about_it_by_troy_magennis
2014_completed_events
2015_completed_events
2016_completed_events
2017_completed_events
2018_completed_events
2019_completed_events
2020_completed_events
2021_completed_events
2022_completed_events
2023_completed_events
accelerate_-_building_strategic_agility_for_a_faster-moving_world_-_john_p_kotter
acceptance_test-driven_development
adam_yuret_-_waiting_for_godot-_concrete_approaches_to_busting_delays_and_why_your_enterprise_should_care
agile_2011
agile_2015_-_conference_start
agile_2015_-_industry_panel
agile_2015_-_research_short_papers
agile_2015
agile_2016
agile_extension_to_the_babok_guide_-_iiba
agile_is_dead_by_dave_thomas
agile_jokes
agile_values_and_principles
ahmed_sidky_-_keystone_habits_leading_to_sustainable_enterprise_agility
alan_dayley_-_freedom_to_align
alexander_brown_-_free_yourself_from_the_myth_of_one-size-fits-all_scaling
are_there_any_benefits_to_the_team_of_estimating
arthur_richards_-_distributed_agile
blog_entry_tags
bob_galen_-_stuff_bad_scrum_coaches_say
books_to_read
bridging_the_communication_gap_-_specification_by_example_and_agile_acceptance_testing_-_gojko_adzic
can_we_trust_story_points_as_a_measure_of_effort
canonical_references_on_scaling
chris_sims_-_leadership_styles_for_a_successful_agile_transformation
coaching_values_and_principles
collaboration_at_scale_-_keeping_retrospectives_fresh_by_ben_linders
comical_comics
communication_approaches
complexity_references
conferences
conflict_resolution_-_daniel_dana
continuous_delivery_in_a_large_enterprise_transforming_enterprise_it_by_henk_kolk
creating_psychological_safety_in_the_workplace_by_amy_edmondson
dan_greening_-_agile_capitalization
daniel_vacanti_-_why_winning_the_lottery_is_more_predictable_than_your_agile_project
data_on_effect_of_teams
day-to-day_with_people
dean_leffingwell_-_nine_immutable_principles_of_lean_agile
dean_leffingwell_-_one_on_one_meeting_through_icon
designing_organizations_-_strategy_structure_and_process_at_the_business_unit_and_enterprise_levels_-_jay_r._galbraith
devops_for_the_agile_enterprise
devops_values_and_principles
dhaval_panchal_-_estimating_is_not_planning
difficulties_and_benefits_of_working_in_agile_environment
do_managers_matter_in_an_organization
do_we_need_points_to_generate_a_release_burn-up_chart
do_we_put_story_point_estimates_on_a_spike_enabler_story
do_we_really_need_a_full-time_product_owner_or_scrum_master
enterprise_lean-agile_coach_course
epics_and_features_become_the_new_way_to_specify_fixed_scope_anti-pattern
essential_safe_-_dean_leffingwell
establish_a_done_definition_for_a_story_to_be_ready_for_the_team
establish_a_keystone_story
establish_a_things_that_matter_matrix
establish_points_guidelines_for_each_point_value
establish_typical_sizes_for_typical_work
estimates_are_based_on_current_knowledge
face-to-face_over_email_communication
faciliation_-_beyond_dot_voting
facilitation_-_open_ended_agenda
facilitation_-_play_pass_or_move
facilitation_-_ritual_dissent
facilitation_-_walk_in_my_shoes
financial_advice
fixing_defects_does_not_mean_you_are_addressing_technical_debt
focus_more_on_the_detailing_and_executing_the_plan_than_on_planning_and_alignment_anti-pattern
frequently_asked_questions
getting_value_out_of_agile_retrospectives_-_luis_conclaves_and_ben_linders
give_default_estimates_for_classes_of_work_and_then_work_exceptions
hans_samios_how_to_work_personality_issues_without_sounding_like_a_marriage_guidance_counsellor
hendrik_esser_-_is_there_a_best_practice_for_agile_transformation
high_performance_teams
how_can_the_development_manager_be_effective
how_can_the_po_is_to_be_the_focal_point_for_contact_when_an_project_managers_for_example_are_used_to_going_to_individual_team_members_for_status_of_work
how_can_we_decentralize_team_breakouts_process_in_a_pi_planning_event
how_can_we_determine_how_many_undiscovered_defects_we_have
how_can_we_forecast_when_we_do_not_have_a_lot_of_data
how_can_we_improve_collaboration_on_user_stories
how_can_we_improve_the_quality_of_feedback_at_an_iteration_demo
how_can_we_introduce_scrum_to_our_stakeholders
how_can_we_more_formally_capture_an_experiment
how_can_we_put_an_estimate_on_complexity
how_can_we_scale_our_estimating_approach_beyond_a_team
how_can_we_understand_the_real_value_of_fast_feedback_and_deciding_late
how_can_we_use_scrum_and_agile_principles_to_increase_personal_effectiveness
how_can_we_work_more_effectively_with_remote_people
how_do_architects_ensure_consistency
how_do_i_convert_points_and_velocity_to_dollars
how_do_i_create_the_best_organizational_structure_for_success
how_do_i_facilitate_a_portfolio_prioritization_meeting
how_do_i_help_raise_awareness_of_transformation_problems
how_do_i_hold_my_people_accountable
how_do_i_lead_practically
how_do_i_set_expectations_of_my_people_so_they_are_motivated_to_improve
how_do_i_support_my_people_so_they_improve
how_do_small_changes_lead_to_big_improvements
how_do_we_allow_for_innovation
how_do_we_assign_business_value_to_pi_objectives
how_do_we_build_and_maintain_context_when_all_we_have_is_a_backlog_list
how_do_we_calculate_the_cost_of_delay_cod_and_the_weighed_shortest_job_first_wsjf
how_do_we_control_work-in-progress_wip
how_do_we_deal_with_constant_interruptions
how_do_we_deal_with_product_backlog_explosion
how_do_we_demonstrate_something_that_results_in_a_new_api
how_do_we_determine_what_to_demonstrate_in_the_system_demo
how_do_we_do_software_capitalization_when_we_go_to_agile
how_do_we_encourage_agile_thinking_in_non-agile_organizations_ssa
how_do_we_ensure_critical_work_does_not_get_dropped_as_we_kick_off_teams
how_do_we_establish_skills_development_in_the_team
how_do_we_forecast_our_plan_with_kanban
how_do_we_get_all_the_work_addressed_when_our_specialists_cannot_be_everywhere.old
how_do_we_get_all_the_work_addressed_when_our_specialists_cannot_be_everywhere
how_do_we_get_away_from_business_as_usual_thinking_on_teams
how_do_we_get_more_training_on_user_stories
how_do_we_help_executives_and_managers_learn_the_new_mindset
how_do_we_improve_our_improvement_process
how_do_we_improve_team_performance
how_do_we_initially_setup_an_executive_scrum_team
how_do_we_initially_setup_our_definition_of_done
how_do_we_introduce_a_new_techncial_approach
how_do_we_know_a_product_owner_is_being_successful
how_do_we_know_a_scrum_master_is_being_successful
how_do_we_know_definition_of_ready_is_being_successfully_applied
how_do_we_know_we_have_a_good_user_story_the_invest_criteria
how_do_we_know_where_we_are_spending_our_money
how_do_we_move_away_from_trust_but_verify_approach_to_compliance
how_do_we_move_from_safe_to_an_approach_with_less_overhead
how_do_we_overcome_i_win_you_lose_type_thinking_to_open_organization_to_learning
how_do_we_overcome_traditional_project_release_reporting_with_an_agile_approach_focused_on_change
how_do_we_progress_the_funnel_of_ideas_on_a_portfolio_kanban
how_do_we_put_a_story_point_estimate_on_a_spike_enabler_story
how_do_we_reduce_the_effect_of_team_churn_on_our_ability_to_deliver_value
how_do_we_reward_rank_a_development_manager
how_do_we_run_our_first_daily_scrum_or_daily_standup
how_do_we_run_our_first_iteration_demo_or_sprint_review
how_do_we_run_our_first_iteration_planning_or_sprint_planning_event
how_do_we_run_our_first_sprint_retrospective
how_do_we_setup_an_organizational_impediment_removal_system_ssa
how_do_we_split_user_stories
how_do_we_talk_about_sprint_commitments_that_have_not_been_met_in_the_sprint
how_do_we_talk_to_a_data_architect_about_an_agile_approach
how_do_we_use_a_definition_of_ready_dor
how_do_we_use_agile_to_reduce_costs
how_do_we_use_assessments_for_good
how_do_we_use_kanban_at_the_team_level_when_the_art_has_a_cadenced_calendar
how_do_we_use_points_to_estimate_work_ssa
how_do_we_use_story_point_estimates_to_forecast
how_do_we_work_on_the_big_architectural_initiative
how_do_we_work_with_non-functional_requirements_nfrs
how_do_we_work_with_pi_objective_business_values_during_the_program_increment
how_do_we_write_good_features
how_do_we_write_good_pi_objectives
how_do_we_write_user_stories_when_we_cannot_get_all_development_and_testing_done_in_one_sprint
how_do_you_become_aware_of_impediments
how_do_you_work_impediments
how_does_a_manager_need_to_adjust_their_approach_with_agile
how_does_a_team_initially_get_control_of_work
how_does_multi-tiered_product_management_work
how_does_project_management_change_with_agile
how_does_the_agile_approach_allow_us_to_deliver_early
how_does_the_architect_interact_with_the_product_management
how_does_the_role_of_architect_change_in_agile_ssa
how_is_work_assigned_during_a_sprint
how_much_coaching_do_we_really_need
how_much_productivity_will_we_lose_as_we_transform_to_agile
how_should_we_initially_track_multiple_teams_progress
how_should_we_initially_track_release_progress
how_should_we_initially_track_sprint_progress
how_should_we_structure_our_organization_as_we_move_to_agile_ssa
how_should_we_update_our_estimates
how_to_get_your_session_accepted_at_an_agile_conference
how_to_preempt_team_conflict
how_will_we_know_we_are_making_progress_on_impediment_removal
how_will_you_make_it_safe_for_people_to_raise_impediments
how_would_you_describe_kanban_in_a_nutshell
how_would_you_describe_scrum_in_a_nutshell
i_am_going_to_wait_for_the_training_anti-pattern
i_need_to_start_now_as_funding_has_been_approved_anti-pattern
ideas_for_future_conference_sessions
ideas_on_presenting_ideas
if_it_involves_work_by_the_team_then_it_should_have_a_non-zero_estimate
if_we_doing_agile_at_scale_we_must_adopt_safe_anti-pattern
if_you_are_not_seeing_any_problems_or_impediments_that_is_a_problem_anti-pattern
implementing_beyond_budgeting-_unlocking_the_performance_potential_by_bjarte_bogsnes_-_bjarne_bogsnes
incomplete_pages_that_require_work
introduction_to_micro-services_by_martin_fowler
is_generating_an_estimate_a_waste_of_time
it_s_not_just_the_meeting
james_tamm_-_want_better_collaboration_dont_be_so_defensive
jeff_sutherland_-_stalwarts
jessie_shternshus_-_individuals_and_interactions
jim_mccarthy_-_freedom_culture_design_and_our_possible_destiny
joe_justice_-_scrum_for_full_scale_manufacturing
johanna_rothman_-_agile_program_management
johanna_rothman_-_growing_your_servant_leadership
johanna_rothman_-_scaling_agile_projects_to_programs
joshua_kerievsky_-_modern_agile
jurgen_appelo_-_managing_for_happiness
kanban_values_and_principles
kylie_castellaw_-_fortune-teller_to_scientist
larry_maccherone_-_how_long_will_it_take
leadership_delegates_the_transformation_to_others_anti-pattern
lean_architecture_-_for_agile_software_development_-_james_o._coplien_and_gertrud_bjornvig
lean_values_and_principles
learning_agile-_understanding_scrum_xp_lean_and_kanban_-_andrew_stellman_jennifer_greene
learning_consortium_webcast_-_large-scale_agile_at_ericsson_by_steve_denning
llewellyn_falco_and_maaret_pyhajarvi_-_strong-style_pairing
luke_hohmann_-_awesome_super_problems
luke_hohmann_-_how_to_conduct_large_distributed_team_retrospectives
lynn_winterboer_and_cher_fox_-_test_automation_-_agile_enablement_for_data_warehousing_and_business
manage_your_project_portfolio_-_increase_your_capacity_and_finish_more_projects_-_johanna_rothman
management_will_assess_me_badly_if_i_bring_bad_news_anti-pattern
materials_developed
matthew_hodgson_-_dealing_with_dysfunction_using_couples_counselling_patterns_to_manage_conflict
michael_spayd_-_agile_assessment_prior_to_scaling
middle_management_struggling_with_the_change_anti-pattern
mike_cohn_-_let_go_of_knowing
mike_cottmeyer_-_the_executives_step-by-step_guide_to_leading_large-scale_agile_transformation
mobbing
navigating_conflict_on_agile_teams_or_why_resolving_conflict_won_t_work_by_lyssa_adkins
only_use_fibonacci_sequence_numbers
other_seminars_and_meetings
our_estimates_are_terrible
pages_where_there_is_work_todo
pair_programming_research
people_not_asking_for_help_when_trying_a_new_agile_practice_anti-pattern
pithy_slogans
powerful_facilitation
powerful_pictures
powerful_stories
prateek_singh_-_retrospective_moving_from_a_subjective_to_objective_world
presented_at_agile_2016
principles_and_values
prioritization_techniques
qa_and_testing_references
quotable_quotes_a9
quotable_quotes_aa
quotable_quotes_ab
quotable_quotes_ac
quotable_quotes_ad
quotable_quotes_ae
quotable_quotes_af
quotable_quotes_ag
quotable_quotes_ah
quotable_quotes_ai
quotable_quotes_aj
quotable_quotes_ak
quotable_quotes_al
quotable_quotes_am
quotable_quotes_list.old
quotable_quotes_list
rationale_-_or_why_do_i_have_this_set_of_pages
reading_list
recent_changes
recommended_reading
reference_useful_in_training_situations
research_to_help_understanding
review_the_5_s_to_make_sure_they_are_the_same_relative_size
rolling_rocks_downhill_-_the_agile_business_novel_-_clarks_ching
safe_-_past_present_and_future_by_dean_leffingwell
safe_4.5_updates_by_safe
safe_specific_questions
safe_summit_2016
safe_training_videos
safe_values_and_principles
scrum_at_scale_-_the_end_of_one-size-fits-all_approach_to_scaling_by_alex_brown
scrum_at_scale_by_jeff_sutherland
scrum_gathering_2015_ignite_talks
scrum_gathering_2015_pechakucha
scrum_gathering_2015
scrum_guide_-_ken_schwaber_and_jeff_sutherland
scrum_master_or_arm-chair_psychologist_by_angela_johnson
scrum_values_and_principles
second_generation_lean_product_development_by_don_reinertsen
self_forming_teams
should_we_do_wip_limits_even_though_we_are_doing_scrum
sidebar.old
sidebar
simulating_agile_execution_with_the_ball_point_game
simulating_wip_effects_with_balls_and_a_banana
so_you_want_to_setup_a_business_as_an_agile_coach
some_basic_site_statistics
split_every_story_until_it_represents_a_small_common_size
start
story_-_the_wright_brothers
strategize_-_product_strategy_and_product_roadmap_practices_for_the_digital_age_-_roman_pichler
subject_specific_article
superforecasting_-_the_art_and_science_of_prediction_-_philip_e._tetlock_and_dan_gardner
table_view_of_faq
tag_cloud
tags_used
team_has_right_to_reject_stories_for_estimation_that_are_not_ready
team_of_teams_-_new_rules_of_engagement_for_a_complex_world_-_general_stanley_mcchrystal
template_-_anti-pattern_or_smell
template_-_facilitation_technique
the_end_of_enterprise_it
the_five_dysfunctions_of_a_team_-_patrick_lencioni
the_lean_machine-_how_harley-davidson_drove_top-line_growth_and_profitability_with_revolutionary_lean_product_development_-_dantar_p._oosterwal
the_principles_of_clean_architecture_by_uncle_bob_martin
the_principles_of_product_development_flow_second_generation_lean_product_development_-_don_reinertsen
the_rollout_a_novel_about_leadership_and_building_a_lean-agile_enterprise_with_safe_by_alex_yakyma
the_state_of_safe_by_chris_james
thinking_in_bets_-_annie_duke
this_is_lean_-_resolving_the_efficiency_paradox_-_niklas_modig
tim_ottinger_-_agile_productivity
tldr_summary_-_establish_agile_establish_the_role_of_product_owner_and_scrum_master
todd_little_and_andrew_tuttle_-_performance_reviews_that_don_t_suck
track_accuracy_of_commit_metric
track_accuracy_of_estimate_metric
track_adopted_work_metric
track_found_work_metric
troy_magennis_-_data_driven_coaching_safely_turning_team_data_into_coaching_insights
troy_magennis_-_forecasting_using_data_-_quickly_answering_how_big_how_long_and_how_likely
troy_magennis_-_risk_the_final_enterprise_frontier
troy_magennis_-_solving_the_hairy_problem_of_team_dependencies
turn_the_ship_around_-_a_true_story_of_turning_followers_into_leaders_-_david_marquet
under_what_conditions_is_full-time_equivalent_fte_resource_planning_effective
use_ranges_to_understand_risk
useful_kanban_references
useful_markup_syntax_in_the_wiki
useful_references
useful_tools
useful_videos
value_stream_mapping
we_need_more_people._or_do_we
webinars_and_videos
what_alternative_estimation_approaches_are_there
what_alternatives_to_the_creation_of_product_owner_and_scrum_master_roles_could_we_try
what_anti-patterns_do_you_see_with_the_system_demo
what_are_some_good_quick_fire_round_questions_we_can_ask_to_assess_agile_knowledge
what_are_the_benefits_of_a_collaborative_approach_to_architecture
what_are_the_benefits_of_an_impediment_removal_system
what_are_the_benefits_of_establishing_the_role_of_development_manager
what_are_the_changes_in_culture_that_need_to_happen_with_agile
what_are_the_changes_in_management_approach_that_need_to_happen_with_agile
what_are_the_characteristics_of_a_good_estimate
what_are_the_characteristics_of_a_great_coach
what_are_the_characteristics_of_a_great_development_manager
what_are_the_characteristics_of_a_great_manager
what_are_the_characteristics_of_a_great_product_owner
what_are_the_characteristics_of_a_great_scrum_master
what_are_the_differences_between_scrum_and_kanban
what_are_the_guidelines_for_kanban_teams_operating_in_a_safe_environment
what_are_the_potential_problems_implementing_okrs_in_an_organization
what_are_the_problems_with_estimation
what_are_the_pros_and_cons_of_assigning_business_value_to_pi_objectives
what_are_the_responsibilities_of_a_product_owner
what_are_the_responsibilities_of_a_scrum_master
what_are_the_roles_in_an_agile_or_scrum_team
what_are_the_similarities_between_scrum_and_kanban
what_are_the_steps_in_a_value_steam_mapping_workshop
what_are_the_steps_in_a_value_stream_identification_workshop
what_are_the_steps_involved_in_an_initial_agile_assessment
what_are_the_steps_to_establish_a_development_manager
what_can_we_do_to_improve_our_point_based_estimates
what_can_we_do_to_improve_our_retrospectives
what_content_should_be_considered_to_start_a_team_page
what_do_they_mean_when_they_says_simplicity
what_do_we_do_if_we_don_t_have_budget_for_product_owners_and_scrum_masters
what_do_we_do_with_stories_that_are_not_done_at_the_end_of_an_iteration
what_do_we_mean_by_smart_goals_or_objectives
what_do_we_need_to_have_in_place_prior_to_initial_scrum_team_training
what_do_we_need_to_think_about_when_we_go_from_a_pi_planning_approach_to_a_more_continuous_planning_approach
what_do_we_not_want_to_see_in_a_product_owner
what_do_we_not_want_to_see_when_applying_definition_of_ready
what_do_you_mean_when_you_say
what_does_a_development_manager_do_all_day
what_does_a_scrum_master_do_all_day
what_does_it_mean_to_be_done
what_events_should_we_put_in_place_for_iterations_or_sprints
what_guidance_do_you_have_for_good_conference_calls
what_happens_when_we_do_the_role_of_product_owner_and_scrum_master_well
what_happens_when_we_have_partial_assignments_for_product_owners_and_scrum_masters
what_ideas_do_you_have_that_will_help_us_keep_retrospectives_fresh
what_inbuilt_biases_do_we_have_that_impede_good_decision_making
what_insights_do_we_get_from_tracking_investment_horizon
what_is_a_definition_of_ready_dor_ssa
what_is_a_frequently_asked_question_faq_site
what_is_a_user_story_ssa
what_is_a_wiki
what_is_pair_programming
what_is_session_based_testing
what_is_the_basis_of_our_estimating_process
what_is_the_benefit_of_having_a_cadence_of_meetings_etc
what_is_the_best_approach_to_making_decisions_in_our_context
what_is_the_difference_between_emergent_and_intentional_architecture
what_is_the_difference_between_value_stream_identification_and_value_stream_mapping
what_is_the_effect_of_batch_size_on_how_long_something_takes_to_get_done
what_is_the_effect_of_changing_team_members_on_velocity
what_is_the_elevator_pitch_for_agile_and_scrum
what_is_the_impact_of_a_reorg_on_an_agile_transformation
what_is_the_impact_of_context_switching_on_the_ability_to_deliver
what_is_the_mapping_between_features_and_pi_objectives
what_is_the_purpose_of_a_daily_standup_or_daily_scrum_event
what_is_the_purpose_of_a_system_demo
what_is_the_purpose_of_estimation
what_is_the_purpose_of_iteration_or_sprint_goals
what_is_the_role_of_the_development_manager
what_is_the_role_of_the_product_owner_ssa
what_is_the_role_of_the_scrum_master_ssa
what_is_the_role_of_the_stakeholder
what_is_the_role_of_the_team
what_is_the_structure_of_a_leadership_program_in_an_agile_transformation
what_is_the_typical_agenda_for_a_system_demo
what_is_typically_captured_as_a_ready_user_story_on_the_story_card
what_is_wrong_with_100_utilization_thinking
what_kind_of_questions_should_we_ask_if_we_are_hiring_a_coach
what_kind_of_responsibilities_does_a_development_manager_have
what_kind_of_working_agreements_should_we_set_up_for_the_team
what_kinds_of_problems_do_you_see_when_agile_teams_churn_team_members_a_lot
what_kinds_of_problems_do_you_typically_see_as_the_organization_transforms_to_agile_lean
what_kinds_of_questions_should_we_ask_to_understand_how_our_team_is_doing
what_other_kind_of_structural_approaches_have_you_seen
what_problems_have_you_seen_with_the_business_value_assignment_process
what_question_are_we_voting_on_when_we_do_a_confidence_vote_in_pi_planning
what_should_our_sprint_goals_look_like
what_should_we_consider_when_forming_a_new_team
what_subjects_should_we_cover_at_a_team_kickoff_or_re-baseline_event
what_team_events_is_a_scrum_master_typically_involved_in
what_team_events_is_the_product_owner_involved_in
what_tips_and_tricks_do_you_have_to_make_a_good_system_demo
what_tips_do_you_have_for_a_product_owner
what_tips_do_you_have_for_a_scrum_master
what_tips_do_you_have_to_help_develop_the_definition_of_ready
what_types_of_benefits_do_people_see_when_they_go_agile
what_types_of_problems_do_people_see_when_they_go_agile
what_we_don_t_want_to_see_in_a_scrum_master
whats_the_difference_between_kanban_and_scrum_ssa
when_should_the_system_demo_be_scheduled
where_did_this_estimation_approach_come_from
where_do_we_find_product_owners
where_do_we_find_scrum_masters
which_is_best_for_my_team
who_is_invited_to_the_system_demo
who_is_responsible_for_orchestrating_and_facilitating_the_system_demo
why_a_plan_based_on_average_velocity_will_fail
why_do_people_overcommit
why_do_we_assign_business_values_to_pi_objectives
why_do_we_do_a_system_demo_in_safe_ssa
why_do_we_form_teams_when_we_transition_to_agile
why_do_we_have_a_definition_of_ready
why_do_we_have_the_product_owner_and_scrum_master_roles
why_do_we_have_the_role_of_product_owner
why_do_we_have_the_scrum_master_role
why_do_we_run_a_system_demo_when_we_ve_just_done_a_sprint_review_or_iteration_team_review
why_do_we_start_and_end_iterations_sprints_mid-week
why_do_we_use_story_points_instead_of_hours
why_does_a_lean-agile_approach_encourage_collaborative_decision_making
why_does_a_lean-agile_approach_focus_on_the_completion_of_work_running_tested_features
why_does_high_a_utilization_rate_make_it_impossible_to_create_good_estimates
why_don_t_agile_tools_automatically_change_status_when_related_items_change_status
why_don_t_we_burn-down_stories_instead_of_hours_for_a_sprint
why_don_t_we_use_gantt_charts_in_agile
why_don_t_we_use_written_english_to_communicate_requirements
why_have_an_organizational_impediment_removal_system
why_is_agile_so_hard
why_not_just_track_hours_like_we_traditionally_do
why_should_an_architect_collaborate_with_teams
why_should_we_consider_moving_to_agile
why_should_we_focus_on_doing_one_thing_to_completion_at_a_time
why_should_we_name_our_team
why_should_we_start_without_doing_a_complete_analysis
why_should_we_work_harder_to_eliminate_the_effect_of_dependencies
why_shouldn_t_we_set_up_dedicated_defect_teams
workshops_training_and_other_events
xp_values_and_principles
you_can_enhance_employee_motivation_in_10_minutes_by_friday_-_gregg_lederman
your_first_sprint

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