> The way to do this well is to break down a feature until they’re at about half-day sizes tasks. You're identifying what the outcome of good planning looks l

> The way to do this well is to break down a feature until they’re at about half-day sizes tasks. You're identifying what the outcome of good planning looks like, not how it's done. What prevents this is that teams read "agile" as "make it up as you go along," when in reality if you're spending more than 10 minutes discussing a feature, make planning that feature a sprint task. > In my experience most deadlines are movable and a strong PM/Eng team can convince management to push a deadline back. It's not generally the team in that room discussing those deadlines, though, it's software development manager and product manager. The worst managers are software engineers who get promoted to management, and when they get into those meetings they look at their shoes and are railroaded by upper management. You really do need a manager who has the intestinal fortitude to go to bat for you.