Important tasks never go into the backlog. We create them, we work on them, and we ship them. (View Highlight)
The truth is, we always know what task is most important, and we work on it until it’s done. Everything else is fluff. (View Highlight)
Backlogs exist because they’re a great way to avoid difficult conversations and shift blame away from product to engineering. (View Highlight)
it’s much easier to say “you’ll add it to the backlog,” than to spend an hour explaining why the suggestion is irrelevant. (View Highlight)
product manager’s job is not to create as many tickets as possible but to delete as many as they can and avoid unnecessary work at all costs. (View Highlight)
a product manager creating more tasks than its engineers can deliver is also producing waste. (View Highlight)
The only way to make a backlog even more harmful is to require engineers to “refine” the tasks there. That way, you’ll be wasting time from product managers and engineers, (View Highlight)
Do not maintain a backlog unless it’s the backlog for your next few weeks of work. (View Highlight)
If you’d need more than two or three weeks to get rid of everything on your backlog, you’re planning too far ahead, at the wrong level of abstraction. (View Highlight)
Everything further away than two or three works of work should go into a high-level roadmap. You should revisit that roadmap regularly, and product managers should share it with engineers and explain why each item is important (View Highlight)
If a bug’s been in the backlog for more than three months, it’s already a feature. (View Highlight)
