Wait – isn’t there any inner tank? The outer hull is the tank‘s hull???

The more popular name in Germany was „Widowmaker“ after over 100 pilots died in accidents in just 18 months.

Yes and no. The true problem that I see is that people think that agile development is some sort of silver bullet. It has been explicitly developed for projects where both parties don’t know where they‘re going. If you can estimate the cost, you probably don’t need agile in the first place.

Story points are a very personal thing. You don’t necessarily have to define a "standard task". The perception of what an SP is worth is a social and democratic evolution within the team. The moment someone from finance shows up and demands standardized SP for all teams: Run the other way.

Story points can be a very helpful tool to help your team communicate - internally. I have encountered it more than once that all team members were happy with a planned feature and then one person submitted a significantly higher estimate than everyone else. The following discussions were valuable.

That’s why some business models are rather incompatible with true agile. You *can* find a way in such organizations to work agile on the small scale, but you need a committed and technologically savvy customer for that. If your customers are just other managers DON’T TRY TO WORK AGILE.

To me, any place that treats SM as a job title has it wrong on a fundamental level.

SM-as-job-title thinking quickly devolves into the SM-is-a-manager anti-pattern. All "Agile" (including Scrum) teams are self-managing/self-organizing.
3/5

Finally got my budget and secured my ticket today! See you next week!