Synthesized answer
The provided passages state that conventional prescriptive planning fails, and agile planning works, particularly in dealing with project uncertainties [Passage 2]. However, the passages do not explain *why* agile planning is more effective in dealing with project uncertainties compared to conventional methods, nor do they detail the core reasons for this effectiveness.
The passages do mention that Agile Estimating and Planning is a practical guide that addresses how to answer questions like "What will we build?", "How big will it be?", "When must it be done?", and "How much can I really complete by then?" [Passage 2]. The book supports various agile processes and helps teams deliver more value [Passage 1, Passage 2].
Synthesized from the book passages below. Chat with the book on Feynman for follow-up.
From the book
nancial approaches How to split large features into smaller, more manageable ones How to plan iterations and predict your team's initial rate of progress How to schedule projects that have unusually high uncertainty or schedule-related risk How to estimate projects that will be worked on by multiple teams Agile Estimating and Planning supports any agile, semiagile, or iterative process, including Scrum, XP, Feature-Driven Development, Crystal, Adaptive Software Development, DSDM, Unified Process, and many more. It will be an indispensable resource for every development manager, team leader,…
Title: Agile Estimating and Planning by Mike Cohn Description: Agile Estimating and Planning is the definitive, practical guide to estimating and planning agile projects. In this book, Agile Alliance cofounder Mike Cohn discusses the philosophy of agile estimating and planning and shows you exactly how to get the job done, with real-world examples and case studies. Concepts are clearly illustrated and readers are guided, step by step, toward how to answer the following questions: What will we build? How big will it be? When must it be done? How much can I really complete by then? You will…
More questions about this book
- Imagine you are teaching a new team member how to estimate feature size. How would you articulate the fundamental differences between "story points" and "ideal days," and under what specific circumstances would you recommend using one method over the other?
- Cohn discusses "how and when to re-estimate" and "how to prioritize features." How are these two concepts inextricably linked in practice, and what potential negative consequences could arise if a team prioritizes features without adequately re-estimating their effort or size?
- The book guides readers on "what makes a good plan—and then what makes it agile." What fundamental characteristic or philosophical approach, beyond simply using specific tools, is essential for a plan to truly be considered "agile" when facing high uncertainty or schedule-related risk?
- The snippet claims the book helps teams "deliver more value, more often, and have fun doing it!" How do techniques like "splitting large features into smaller, more manageable ones" and "planning iterations" collectively contribute to *both* delivering value more frequently *and* fostering a more enjoyable team experience?