Budgeting in a typical organisation where you have a few teams of full-time developers can be counter-intuitive. The monetary cost is fixed; your developers get the same salary whether they're building products, fighting fires, or goofing around on Facebook. What you're actually budgeting is opportunity: making sure that everyone is
Something I perhaps neglected in my talk about breaking down user stories [https://mattkimber.co.uk/breaking-down-user-stories/] into tasks is why you'd want to do that. Let me illustrate by analogy. When you're hiking, there's a question you're continually asking: "where am I in relation to where I should be?
I'm a real fan of estimating things by doing relative sizing with planning poker cards. The cards mean everyone gets a say, the Fibonacci-like number sequence of the deck avoids getting bogged down in differentiating between tiny graduations in task complexity, and the relative nature of the sizing… ...well, that