Story points are everywhere in agile teams, but most groups use them in ways that create waste and frustration. In this episode, Peter and Richard explain how story points should work as a form of Reference Class Forecasting, why so many teams get them wrong, and the simple shift that makes estimation accurate and useful again. Read More
The other day, I was talking with a technology leader who’s responsible for a portfolio of internal business applications. He and his teams deal with… Read More
Estimating feels responsible, but research shows it’s wrong in systematic, predictable ways. Forecasting with past outcomes—and applying it within our CAPED framework—gives leaders and teams a more reliable path. Read More
The other day, I asked for feedback on some writing and quickly regretted it. I’d been working on the copy for our Certified CAPED Consultant… Read More
Feedback and debate make decisions better—until they spiral into unhelpful argument. In this episode, Peter and Richard share three strategies to prevent feedback from tipping too far and how to recover fast when it does. Read More
Internal products often begin with a PO hearing, “here are the requirements,” and end with a user hearing, “you’re required to use this.” Of course,… Read More
What separates “good enough” from “great” isn’t just experience — it’s deliberate practice. In this episode, we share research-backed strategies for improving your product, your team, and yourself through feedback, focus, and iteration. Read More
Ever had the experience of making what seems like a solid plan, getting into the work, and then quickly finding out reality doesn’t fit the… Read More
PI Planning promises alignment, but often creates rigidity. In this episode, we revisit its roots in Toyota’s obeya process and explain how CAPED's four-phase framework for planning and delivery works with complexity instead of pretending it away. Read More
PI Planning promised to solve the old tension between agile adaptability and business predictability. Neither too little planning like sprint-by-sprint work, nor too much like… Read More