Three Ways to Manage “Extra” Work in an Iteration

Many of my clients use an iteration-based agile approach. And, they have these problems: They “push” too much into an iteration. They use velocity, not cycle time to estimate.  They rarely finish everything before the iteration ends. They have to manage extra work—work they had not estimated—in the form of an emergency or production support. …

Cost Accounting is a Problem for Agile (and Knowledge Work)

The more I work with project portfolio teams and program managers, the more I understand one thing: Cost accounting makes little sense in the small for agile, maybe for all knowledge work. I should say that I often see cost accounting in the form of activity-based accounting. Each function contributes to some of the cost …

Making Release Frictionless, a Business Decision, Part 2

In Part 1, I talked about small stories/chunks of work, checking in all the time so you could build often and see progress. That assumes you know what done means. Project “done” means release criteria. Here are some stories about how I started using release criteria. Back in the 70s, I worked in a small development group. …