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  • Should Stories be broken down into sub-tasks?

    Whether Stories should be broken down into sub-tasks is a topic that arises from time to time. However, as so much depends on the individual situation and circumstances, there is typically no set yes or no answer to this. Therefore, I wanted to draw upon a recent scenario where the following question was posed to me. “Do you think it’s good practise to break stories into sub-tasks and put time estimates against the sub-tasks. I have worked that way in my last four roles and it has worked well for me. I am currently working with a team meeting some resistance to working that way. They prefer to just have a story and have no time-tracking at all. What’s your ideal way of working and why?” In this particular situation, I’d say it really depends on the team. If a team can be successful with less estimating and planning rather than more, then that has to be a good thing. Less time spent planning means more time spent getting things done. I have worked with some teams who are successful in meeting their Sprint Goals without doing any estimating or planning of tasks at all, they just work at the […]

David Hicks

The agil8 team is led by David Hicks. David is a Founder of the Agile Alliance and, with over 25 years experience in the field, he is one of the most qualified and experienced Agile consultants and trainers in the world. In 2015 he was voted Most Popular Scrum Professional in the prestigious annual Agile Awards which recognise outstanding contributions in the field.

David’s journey into Agile began in 1987 through his MSc thesis on iterative development which was published by the British Computer Society. He started his career as an analyst-programmer, team leader and ultimately project manager with LBMS, the originators of the PRINCE and SSADM structured methods.

David was responsible for defining LBMS’s first iterative SDLC and worked with a lot of the early large 4GLs and client-server applications doing iterative development. David became an  independent  consultant using the original DSDM Agile Project Management method in the mid 1990’s. In 1997 he was hired by British Airways to manage its implementation as the standard method across their 5,000-strong IT organisation. He managed this Programme for 4 years, leading him onto the Heathrow Terminal 5 project in 1998 which is where he first started using Scrum.

During his career David has been responsible for some of the largest and most complex Agile implementations in the world and he has become a leading expert in the complete range of today’s Lean and Agile methods. He is a regular and popular speaker on the Lean and Agile conference circuit and holds the following Agile qualifications:

David is also an Institute of Directors (IOD) Certified Company Director with 15 years experience as an Executive Director in the IT Services sector.

“David’s training style provides a fantastic mix of lecture, discussion, questioning, practicals and fun techniques which keeps everybody alert and interested throughout 2 days.”
Rick Donohoe, Technical Project Manager, Microserve – Certified Scrum Master.

To connect with David on social media, simply click on the Twitter and LinkedIn buttons below.