�ݺ�ߣshows by User: RyanRipley

�ݺ�ߣshows by User: RyanRipley / http://www.slideshare.net/images/logo.gif �ݺ�ߣshows by User: RyanRipley / Thu, 13 Sep 2018 14:22:30 GMT �ݺ�ߣShare feed for �ݺ�ߣshows by User: RyanRipley Software Estimation in the Agile of Agile - Agile Indy North Side Meetup 2018 /slideshow/software-estimation-in-the-agile-of-agile-agile-indy-north-side-meetup-2018/114270208 thenoestimatesmovement-180913142230
Estimation is difficult. It involved estimating the work, all of the things that stop us from doing our work, and the unforeseen. Instead, let's focus on the work at hand and reduce the complexity of software estimation.]]>
Estimation is difficult. It involved estimating the work, all of the things that stop us from doing our work, and the unforeseen. Instead, let's focus on the work at hand and reduce the complexity of software estimation.]]> Thu, 13 Sep 2018 14:22:30 GMT /slideshow/software-estimation-in-the-agile-of-agile-agile-indy-north-side-meetup-2018/114270208 RyanRipley@slideshare.net(RyanRipley) Software Estimation in the Agile of Agile - Agile Indy North Side Meetup 2018 RyanRipley Estimation is difficult. It involved estimating the work, all of the things that stop us from doing our work, and the unforeseen. Instead, let's focus on the work at hand and reduce the complexity of software estimation. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/thenoestimatesmovement-180913142230-thumbnail.jpg?width=120&height=120&fit=bounds" /> Estimation is difficult. It involved estimating the work, all of the things that stop us from doing our work, and the unforeseen. Instead, let's focus on the work at hand and reduce the complexity of software estimation.

Software Estimation in the Agile of Agile - Agile Indy North Side Meetup 2018 from Ryan Ripley

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0 The #NoEstimates Movement - COA 18 /slideshow/the-noestimates-movement-coa-18/109922484 thenoestimatesmovement-180815035834
#NoEstimates is an exploration of what estimates and how agile and scrum teams use them in their daily practices. This talk helps teams discover new ways to forecast delivery.]]>
#NoEstimates is an exploration of what estimates and how agile and scrum teams use them in their daily practices. This talk helps teams discover new ways to forecast delivery.]]> Wed, 15 Aug 2018 03:58:34 GMT /slideshow/the-noestimates-movement-coa-18/109922484 RyanRipley@slideshare.net(RyanRipley) The #NoEstimates Movement - COA 18 RyanRipley #NoEstimates is an exploration of what estimates and how agile and scrum teams use them in their daily practices. This talk helps teams discover new ways to forecast delivery. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/thenoestimatesmovement-180815035834-thumbnail.jpg?width=120&height=120&fit=bounds" /> #NoEstimates is an exploration of what estimates and how agile and scrum teams use them in their daily practices. This talk helps teams discover new ways to forecast delivery.

The #NoEstimates Movement - COA 18 from Ryan Ripley

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0 The #NoEstimates Movement - Ryan Ripley /slideshow/the-noestimates-movement-ryan-ripley/102478795 thenoestimatesmovement-180615015833
The #NoEstimates Movement explore the question of whether or not we need traditional estimates to make decisions about software development projects. By working in an agile way can we break down our work, inspect and adapt frequently, and deliver value to our customers. This presentation was give at Derby City Agile on June 15, 2018. http://derbycityagile.com/]]>
The #NoEstimates Movement explore the question of whether or not we need traditional estimates to make decisions about software development projects. By working in an agile way can we break down our work, inspect and adapt frequently, and deliver value to our customers. This presentation was give at Derby City Agile on June 15, 2018. http://derbycityagile.com/]]> Fri, 15 Jun 2018 01:58:33 GMT /slideshow/the-noestimates-movement-ryan-ripley/102478795 RyanRipley@slideshare.net(RyanRipley) The #NoEstimates Movement - Ryan Ripley RyanRipley The #NoEstimates Movement explore the question of whether or not we need traditional estimates to make decisions about software development projects. By working in an agile way can we break down our work, inspect and adapt frequently, and deliver value to our customers. This presentation was give at Derby City Agile on June 15, 2018. http://derbycityagile.com/ <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/thenoestimatesmovement-180615015833-thumbnail.jpg?width=120&height=120&fit=bounds" /> The #NoEstimates Movement explore the question of whether or not we need traditional estimates to make decisions about software development projects. By working in an agile way can we break down our work, inspect and adapt frequently, and deliver value to our customers. This presentation was give at Derby City Agile on June 15, 2018. http://derbycityagile.com/

The #NoEstimates Movement - Ryan Ripley from Ryan Ripley

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0 Advanced Scrum: Answering the Difficult Questions /RyanRipley/advanced-scrum-answering-the-difficult-questions advancedscrumpath17-170702015103
Advanced Scrum was presented at the Path to Agility Conference 2017 and was centered around the audiences questions and concerns about their Scrum practices and implementations.]]>
Advanced Scrum was presented at the Path to Agility Conference 2017 and was centered around the audiences questions and concerns about their Scrum practices and implementations.]]> Sun, 02 Jul 2017 01:51:03 GMT /RyanRipley/advanced-scrum-answering-the-difficult-questions RyanRipley@slideshare.net(RyanRipley) Advanced Scrum: Answering the Difficult Questions RyanRipley Advanced Scrum was presented at the Path to Agility Conference 2017 and was centered around the audiences questions and concerns about their Scrum practices and implementations. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/advancedscrumpath17-170702015103-thumbnail.jpg?width=120&height=120&fit=bounds" /> Advanced Scrum was presented at the Path to Agility Conference 2017 and was centered around the audiences questions and concerns about their Scrum practices and implementations.

Advanced Scrum: Answering the Difficult Questions from Ryan Ripley

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0 The #NoEstimates Movement - 2017 /slideshow/the-noestimates-movement-agileindy/76239803 thenoestimatesmovement-170523043303
The #NoEstimates movement is a discussion about better ways to make decisions on software projects.]]>
The #NoEstimates movement is a discussion about better ways to make decisions on software projects.]]> Tue, 23 May 2017 04:33:03 GMT /slideshow/the-noestimates-movement-agileindy/76239803 RyanRipley@slideshare.net(RyanRipley) The #NoEstimates Movement - 2017 RyanRipley The #NoEstimates movement is a discussion about better ways to make decisions on software projects. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/thenoestimatesmovement-170523043303-thumbnail.jpg?width=120&height=120&fit=bounds" /> The #NoEstimates movement is a discussion about better ways to make decisions on software projects.

The #NoEstimates Movement - 2017 from Ryan Ripley

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0 The Business of Agile - Better Faster Cheaper /slideshow/the-business-of-agile-better-faster-cheaper/64478421 businessofagile-betterfastercheaperv2-160728142304
During my last agile transformation a key stakeholder asked me, “Why are we doing this?” I talked about increasing quality, delivering software sooner, and fostering a more collaborative relationship with our business partners. After a few minutes, he raised his hand and stopped me. “I get all that. BUT how is all of this agile stuff any better, faster, or cheaper than what we do today?” Leaders must answer the “better, faster, cheaper” question if they want their agile transformation and projects to move forward. To prepare leaders for this critical question, we explore how “better, faster, cheaper” translates to an agile organization, the metrics a leader can use to track progress towards “better, faster, and cheaper”, and how leaders can demonstrate the benefits gained from their agile activities.]]>
During my last agile transformation a key stakeholder asked me, “Why are we doing this?” I talked about increasing quality, delivering software sooner, and fostering a more collaborative relationship with our business partners. After a few minutes, he raised his hand and stopped me. “I get all that. BUT how is all of this agile stuff any better, faster, or cheaper than what we do today?” Leaders must answer the “better, faster, cheaper” question if they want their agile transformation and projects to move forward. To prepare leaders for this critical question, we explore how “better, faster, cheaper” translates to an agile organization, the metrics a leader can use to track progress towards “better, faster, and cheaper”, and how leaders can demonstrate the benefits gained from their agile activities.]]> Thu, 28 Jul 2016 14:23:04 GMT /slideshow/the-business-of-agile-better-faster-cheaper/64478421 RyanRipley@slideshare.net(RyanRipley) The Business of Agile - Better Faster Cheaper RyanRipley During my last agile transformation a key stakeholder asked me, “Why are we doing this?” I talked about increasing quality, delivering software sooner, and fostering a more collaborative relationship with our business partners. After a few minutes, he raised his hand and stopped me. “I get all that. BUT how is all of this agile stuff any better, faster, or cheaper than what we do today?” Leaders must answer the “better, faster, cheaper” question if they want their agile transformation and projects to move forward. To prepare leaders for this critical question, we explore how “better, faster, cheaper” translates to an agile organization, the metrics a leader can use to track progress towards “better, faster, and cheaper”, and how leaders can demonstrate the benefits gained from their agile activities. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/businessofagile-betterfastercheaperv2-160728142304-thumbnail.jpg?width=120&height=120&fit=bounds" /> During my last agile transformation a key stakeholder asked me, “Why are we doing this?” I talked about increasing quality, delivering software sooner, and fostering a more collaborative relationship with our business partners. After a few minutes, he raised his hand and stopped me. “I get all that. BUT how is all of this agile stuff any better, faster, or cheaper than what we do today?” Leaders must answer the “better, faster, cheaper” question if they want their agile transformation and projects to move forward. To prepare leaders for this critical question, we explore how “better, faster, cheaper” translates to an agile organization, the metrics a leader can use to track progress towards “better, faster, and cheaper”, and how leaders can demonstrate the benefits gained from their agile activities.

The Business of Agile - Better Faster Cheaper from Ryan Ripley

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0 SDEC15: Help the Scrum Master *IS* the Impediment /slideshow/sdec15-help-the-scrum-master-is-the-impediment/54711616 helpthescrummasteristheimpedimentsdec-151103231537-lva1-app6892
Talk on how scrum masters can avoid becoming impediments to their agile teams. Presented at SDEC 2015.]]>
Talk on how scrum masters can avoid becoming impediments to their agile teams. Presented at SDEC 2015.]]> Tue, 03 Nov 2015 23:15:37 GMT /slideshow/sdec15-help-the-scrum-master-is-the-impediment/54711616 RyanRipley@slideshare.net(RyanRipley) SDEC15: Help the Scrum Master *IS* the Impediment RyanRipley Talk on how scrum masters can avoid becoming impediments to their agile teams. Presented at SDEC 2015. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/helpthescrummasteristheimpedimentsdec-151103231537-lva1-app6892-thumbnail.jpg?width=120&height=120&fit=bounds" /> Talk on how scrum masters can avoid becoming impediments to their agile teams. Presented at SDEC 2015.

SDEC15: Help the Scrum Master *IS* the Impediment from Ryan Ripley

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0 Teaching pointy haired bosses to be agile enablers /RyanRipley/teaching-pointy-haired-bosses-to-be-agile-enablers teachingpointyhairedbossestobeagileenablers-150618212359-lva1-app6891
Are managers hindering your Agile transition? Does it seem like things would be better if the managers all left? Most managers are intelligent people who have built their careers and fed their families with their current knowledge and experience. During an agile transformation, we need them on-board. Managers know their present situation better than anyone else. They also have inside knowledge about the corporate systems and culture that agile coaches need in order to be successful. But in some cases the manager does not understand agile. In extreme cases, they can become an impediment to an agile transformation moving forward. How can you get these managers back on your side, supporting the agile transformation? Agile coaches should start with working to understand what the world looks like through the eyes of these managers. To facilitate this understanding, I discuss re-purposing the concept of product user personas to create manager personas that explore the issues, reservations, hold-ups and concerns that are keeping the manager from supporting an agile transformation. With this new understanding, agile coaches can develop ways to demonstrate to managers why the agile approach is better, where management fit in the larger picture, and how management also benefits from the changes in the way the team delivers value back to the organization. These insights show managers where they can improve agile projects, how they can add value in a newly transformed organization, and how agile coaches can guide management without alienating them during an agile transformation.]]>
Are managers hindering your Agile transition? Does it seem like things would be better if the managers all left? Most managers are intelligent people who have built their careers and fed their families with their current knowledge and experience. During an agile transformation, we need them on-board. Managers know their present situation better than anyone else. They also have inside knowledge about the corporate systems and culture that agile coaches need in order to be successful. But in some cases the manager does not understand agile. In extreme cases, they can become an impediment to an agile transformation moving forward. How can you get these managers back on your side, supporting the agile transformation? Agile coaches should start with working to understand what the world looks like through the eyes of these managers. To facilitate this understanding, I discuss re-purposing the concept of product user personas to create manager personas that explore the issues, reservations, hold-ups and concerns that are keeping the manager from supporting an agile transformation. With this new understanding, agile coaches can develop ways to demonstrate to managers why the agile approach is better, where management fit in the larger picture, and how management also benefits from the changes in the way the team delivers value back to the organization. These insights show managers where they can improve agile projects, how they can add value in a newly transformed organization, and how agile coaches can guide management without alienating them during an agile transformation.]]> Thu, 18 Jun 2015 21:23:59 GMT /RyanRipley/teaching-pointy-haired-bosses-to-be-agile-enablers RyanRipley@slideshare.net(RyanRipley) Teaching pointy haired bosses to be agile enablers RyanRipley Are managers hindering your Agile transition? Does it seem like things would be better if the managers all left? Most managers are intelligent people who have built their careers and fed their families with their current knowledge and experience. During an agile transformation, we need them on-board. Managers know their present situation better than anyone else. They also have inside knowledge about the corporate systems and culture that agile coaches need in order to be successful. But in some cases the manager does not understand agile. In extreme cases, they can become an impediment to an agile transformation moving forward. How can you get these managers back on your side, supporting the agile transformation? Agile coaches should start with working to understand what the world looks like through the eyes of these managers. To facilitate this understanding, I discuss re-purposing the concept of product user personas to create manager personas that explore the issues, reservations, hold-ups and concerns that are keeping the manager from supporting an agile transformation. With this new understanding, agile coaches can develop ways to demonstrate to managers why the agile approach is better, where management fit in the larger picture, and how management also benefits from the changes in the way the team delivers value back to the organization. These insights show managers where they can improve agile projects, how they can add value in a newly transformed organization, and how agile coaches can guide management without alienating them during an agile transformation. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/teachingpointyhairedbossestobeagileenablers-150618212359-lva1-app6891-thumbnail.jpg?width=120&height=120&fit=bounds" /> Are managers hindering your Agile transition? Does it seem like things would be better if the managers all left? Most managers are intelligent people who have built their careers and fed their families with their current knowledge and experience. During an agile transformation, we need them on-board. Managers know their present situation better than anyone else. They also have inside knowledge about the corporate systems and culture that agile coaches need in order to be successful. But in some cases the manager does not understand agile. In extreme cases, they can become an impediment to an agile transformation moving forward. How can you get these managers back on your side, supporting the agile transformation? Agile coaches should start with working to understand what the world looks like through the eyes of these managers. To facilitate this understanding, I discuss re-purposing the concept of product user personas to create manager personas that explore the issues, reservations, hold-ups and concerns that are keeping the manager from supporting an agile transformation. With this new understanding, agile coaches can develop ways to demonstrate to managers why the agile approach is better, where management fit in the larger picture, and how management also benefits from the changes in the way the team delivers value back to the organization. These insights show managers where they can improve agile projects, how they can add value in a newly transformed organization, and how agile coaches can guide management without alienating them during an agile transformation.

Teaching pointy haired bosses to be agile enablers from Ryan Ripley

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0 Scrum Master Lessons From My 4-Year-Old Son /slideshow/scrum-master-lessons-from-my-4-year-old-son/48414375 scrummasterlessonsfrommy4yearoldson-150521025810-lva1-app6891
At a recent cookout, my 4 year old son, Dawson, ran for the back yard and easily joined a game of hide and seek. Watching this unfold, I realized that these kids are naturally agile. They got straight to playing (the value) and didn’t need a lot of ceremony to get there. They kids all did a quick hello, told Dawson what game they were playing, and invited him to join in (daily scrum). Then they played. He and his friends self-organize, self-manage, and solve problems on the fly. They naturally exhibit the agile values and scrum practices that many adults struggle with daily. For example, most parents have been bombarded with an unending stream of “Why’s?” from their child. Why does this work? Why did that happen? Why? Why? Why? While this line of questioning can be stressing, it is also invaluable to finding the root cause of an issue. Scrum teams use this approach – called The 5-Why’s – to get past technical issues and down to interpersonal issues that could be hindering the team. This session is a fun discussion about the behaviors I’ve noticed in my son and how they translate to important lessons that all scrum master need to learn to better serve their teams.]]>
At a recent cookout, my 4 year old son, Dawson, ran for the back yard and easily joined a game of hide and seek. Watching this unfold, I realized that these kids are naturally agile. They got straight to playing (the value) and didn’t need a lot of ceremony to get there. They kids all did a quick hello, told Dawson what game they were playing, and invited him to join in (daily scrum). Then they played. He and his friends self-organize, self-manage, and solve problems on the fly. They naturally exhibit the agile values and scrum practices that many adults struggle with daily. For example, most parents have been bombarded with an unending stream of “Why’s?” from their child. Why does this work? Why did that happen? Why? Why? Why? While this line of questioning can be stressing, it is also invaluable to finding the root cause of an issue. Scrum teams use this approach – called The 5-Why’s – to get past technical issues and down to interpersonal issues that could be hindering the team. This session is a fun discussion about the behaviors I’ve noticed in my son and how they translate to important lessons that all scrum master need to learn to better serve their teams.]]> Thu, 21 May 2015 02:58:09 GMT /slideshow/scrum-master-lessons-from-my-4-year-old-son/48414375 RyanRipley@slideshare.net(RyanRipley) Scrum Master Lessons from my 4 Year Old Son RyanRipley At a recent cookout, my 4 year old son, Dawson, ran for the back yard and easily joined a game of hide and seek. Watching this unfold, I realized that these kids are naturally agile. They got straight to playing (the value) and didn’t need a lot of ceremony to get there. They kids all did a quick hello, told Dawson what game they were playing, and invited him to join in (daily scrum). Then they played. He and his friends self-organize, self-manage, and solve problems on the fly. They naturally exhibit the agile values and scrum practices that many adults struggle with daily. For example, most parents have been bombarded with an unending stream of “Why’s?” from their child. Why does this work? Why did that happen? Why? Why? Why? While this line of questioning can be stressing, it is also invaluable to finding the root cause of an issue. Scrum teams use this approach – called The 5-Why’s – to get past technical issues and down to interpersonal issues that could be hindering the team. This session is a fun discussion about the behaviors I’ve noticed in my son and how they translate to important lessons that all scrum master need to learn to better serve their teams. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/scrummasterlessonsfrommy4yearoldson-150521025810-lva1-app6891-thumbnail.jpg?width=120&height=120&fit=bounds" /> At a recent cookout, my 4 year old son, Dawson, ran for the back yard and easily joined a game of hide and seek. Watching this unfold, I realized that these kids are naturally agile. They got straight to playing (the value) and didn’t need a lot of ceremony to get there. They kids all did a quick hello, told Dawson what game they were playing, and invited him to join in (daily scrum). Then they played. He and his friends self-organize, self-manage, and solve problems on the fly. They naturally exhibit the agile values and scrum practices that many adults struggle with daily. For example, most parents have been bombarded with an unending stream of “Why’s?” from their child. Why does this work? Why did that happen? Why? Why? Why? While this line of questioning can be stressing, it is also invaluable to finding the root cause of an issue. Scrum teams use this approach – called The 5-Why’s – to get past technical issues and down to interpersonal issues that could be hindering the team. This session is a fun discussion about the behaviors I’ve noticed in my son and how they translate to important lessons that all scrum master need to learn to better serve their teams.

Scrum Master Lessons from my 4 Year Old Son from Ryan Ripley

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0 Help the Scrum Master IS the Impediment /slideshow/help-the-scrum-master-is-the-impediment/47096664 helpthescrummasteristheimpediment-v3-150416214329-conversion-gate02
The change in mindset necessary to become a servant leader is incredibly hard for a scrum master who comes from command and control background. As a newly minted Professional Scrum Master (PSM I), I returned to my team excited and ready to get underway with a scrum adoption. Unfortunately, I had not fully grasped the concept of servant leadership. Instead of being a change agent, I was an impediment. My own cautionary tale is unfortunately a common one. Well meaning people with 2 day certifications can do a lot of damage to a new scrum team. Attendees will learn about the difficulties of becoming a scrum master, how scrum team members need to embrace the scrum values to promote healthy team practices, and that even certified scrum masters can lose their way.]]>
The change in mindset necessary to become a servant leader is incredibly hard for a scrum master who comes from command and control background. As a newly minted Professional Scrum Master (PSM I), I returned to my team excited and ready to get underway with a scrum adoption. Unfortunately, I had not fully grasped the concept of servant leadership. Instead of being a change agent, I was an impediment. My own cautionary tale is unfortunately a common one. Well meaning people with 2 day certifications can do a lot of damage to a new scrum team. Attendees will learn about the difficulties of becoming a scrum master, how scrum team members need to embrace the scrum values to promote healthy team practices, and that even certified scrum masters can lose their way.]]> Thu, 16 Apr 2015 21:43:29 GMT /slideshow/help-the-scrum-master-is-the-impediment/47096664 RyanRipley@slideshare.net(RyanRipley) Help the Scrum Master IS the Impediment RyanRipley The change in mindset necessary to become a servant leader is incredibly hard for a scrum master who comes from command and control background. As a newly minted Professional Scrum Master (PSM I), I returned to my team excited and ready to get underway with a scrum adoption. Unfortunately, I had not fully grasped the concept of servant leadership. Instead of being a change agent, I was an impediment. My own cautionary tale is unfortunately a common one. Well meaning people with 2 day certifications can do a lot of damage to a new scrum team. Attendees will learn about the difficulties of becoming a scrum master, how scrum team members need to embrace the scrum values to promote healthy team practices, and that even certified scrum masters can lose their way. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/helpthescrummasteristheimpediment-v3-150416214329-conversion-gate02-thumbnail.jpg?width=120&height=120&fit=bounds" /> The change in mindset necessary to become a servant leader is incredibly hard for a scrum master who comes from command and control background. As a newly minted Professional Scrum Master (PSM I), I returned to my team excited and ready to get underway with a scrum adoption. Unfortunately, I had not fully grasped the concept of servant leadership. Instead of being a change agent, I was an impediment. My own cautionary tale is unfortunately a common one. Well meaning people with 2 day certifications can do a lot of damage to a new scrum team. Attendees will learn about the difficulties of becoming a scrum master, how scrum team members need to embrace the scrum values to promote healthy team practices, and that even certified scrum masters can lose their way.

Help the Scrum Master IS the Impediment from Ryan Ripley

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0 https://cdn.slidesharecdn.com/profile-photo-RyanRipley-48x48.jpg?cb=1727895373 Over the past 16 years I’ve worked to bring agile practices to Fortune 500 organizations. In the medical device industry I championed Extreme Programming (XP) practices and coached fellow developers on Test Driven Development (TDD) and Continuous Intergration (CI) tools. As an Agile Project Manager in the retail industry,I led an agile transformation and taught scrum to both developers and business leaders. Now in the financial industry I am responsible for software delivery and provide agile coaching at all levels. As an international agile speaker, I have covered topics such as: Advance Scrum Master Practices, Making the Trasition from a Project Manager to a Scrum Master, How to Coach... www.agileanswerman.com https://cdn.slidesharecdn.com/ss_thumbnails/thenoestimatesmovement-180913142230-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/software-estimation-in-the-agile-of-agile-agile-indy-north-side-meetup-2018/114270208 Software Estimation in... https://cdn.slidesharecdn.com/ss_thumbnails/thenoestimatesmovement-180815035834-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/the-noestimates-movement-coa-18/109922484 The #NoEstimates Movem... https://cdn.slidesharecdn.com/ss_thumbnails/thenoestimatesmovement-180615015833-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/the-noestimates-movement-ryan-ripley/102478795 The #NoEstimates Movem...