Richard Lawrence

15 years of experimenting, writing, and teaching on user story splitting, consolidated and updated in one comprehensive guide: humanizingwork.com/the-human…

“Green at the start of a project—when you’re carrying around all the things that could go wrong—looks a lot like denial. Or at least unfounded optimism.” humanizingwork.com/earn-gree…

“Very different organizations, but the same pattern: 5-8x faster, just from getting the right people on the same team. We've seen this over and over again.” humanizingwork.com/two-month…

“Story splitting is a very learnable skill. With about three hours of deliberate practice, you can go from ‘that's not splittable’ to ‘oh, it's another one of those, I know how to split it.’” humanizingwork.com/why-are-w…

“The Product Owner is not a rebranded requirements writer, a backlog tool clerk, or a proxy project manager.” humanizingwork.com/guide-to-…

“The problem isn't that the agile values and principles are wrong. It's that too often, typical agile practices assume a context that doesn't match where most people actually work.” humanizingwork.com/agile-doe…

“There’s nothing magical about story points. But if you’re not treating them as reference class forecasts, you’re just adding an extra layer of waste and frustration.” humanizingwork.com/how-to-fi…

Too often, quarterly planning tries to impose certainty on work that’s naturally going to change as the team does the work. humanizingwork.com/quarterly…

“Delegating a decision and then pulling back the decision when you disagree is what we call ‘delegation theater.’ Delegation theater breaks trust and leads to a culture of cynicism and disengagement.” humanizingwork.com/when-and-…

“Items on a backlog function as implicit commitments to do the work at some point. Your stakeholders read them that way. So does your own subconscious. And we should avoid making commitments we don't intend to keep.” humanizingwork.com/but-what-…

“It takes way less effort to think of something you could build than to actually build the thing. As a result, there will always be more ideas than capacity to implement them. Thus, you can’t sustainably buy your way out of the prioritization problem.” humanizingwork.com/why-is-pr…

“The problem with framing it as Scrum versus Kanban is it misses what makes each approach valuable. It's like asking whether you should use a calendar or a to-do list. Yes, you should. You probably need both, just for different things.” humanizingwork.com/scrum-or-…

“We all know that most detailed project plans for complex work are basically fiction.” humanizingwork.com/agile-doe…

“Predictable work is easy to estimate, easy to staff, easy to put on a timeline, and easy to call progress, so that's what gets done first. The hard stuff waits.” humanizingwork.com/why-proje…

“Most engineering managers got promoted into management by being good engineers. But the skills that made the promotion happen aren’t the skills that lead to success in the new role.” humanizingwork.com/3-essenti…

“It wasn’t an unsplittable story. It was a story they didn’t know how to split yet.” humanizingwork.com/unsplitta…

“Most Product Owner conflicts aren’t really about prioritization. They’re about authority.” humanizingwork.com/how-much-…

“No sprint length makes complex work predictable. A longer sprint just delays the surprise.” humanizingwork.com/why-longe…

“I have never been on a flight that arrived 24 hours early. But I’ve definitely been on flights that arrived 24 hours late—or never arrived because they were canceled.” humanizingwork.com/estimatin…

If you're focusing on estimating and dependency mapping, you're analyzing a complex problem, and that's not going to have good results. humanizingwork.com/pi-planni…

My favorite Humanizing Work Show episode we've done in a long time came out today: humanizingwork.com/deepening…