A key idea driving agile project management is that humans are naturally pretty good at planning. You don’t need complicated project management strategies to figure out what to work on next; it’s usually sufficient to just have a group of informed engineers get together and discuss what makes sense. The key caveat in this belief, however, is that we’re able to effectively apply our planning instinct only if we have a good grasp of all the relevant information—what tasks are already being worked on, what needs to be done, where there are bottlenecks, and so on. Cards stacked on boards turn out
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