As Tech Republic's Rick Freedman tells it, every time he posts on an agile topic, the most common argument he hears against agile methods is against the concept of estimation. That is, without exhaustive requirements documentation, how does a development team know what to do or even where to begin? Freedman's right: This is, by far, one of the most prevalent knocks on agile.
Because agile project management places a special emphasis on the team dynamic (as opposed to the contributions of individuals), IÂ’m always interested to pick up great ideas from hyper-performing teams that work in other fields. This interest started when I had the good fortune to see a presentation by Certified Scrum Trainer Michael James that attempted to uncover the patterns of those teams that seem to achieve the impossible. His examples came from across the boardÂ—psychology, avionics, improvisational theater, and jazz.