All of that stuff comes out in the retrospectives at the end of the quarter. We do an assessment at that point of how things went.
Effectively, it's the same planning process we've always had, except we're going back to revisit inside the release every two weeks. At the end of the release, you're going back every three months to revisit your planning, to check if your assumptions were correct.
In terms of that planning process, they have a thing in agile called “velocity”, which means how fast are we moving? How much are we providing? How much value are we creating? The team's getting a sense as they go along of how much they can create. They'll get to a certain point where they'll find their steady state, and then it becomes very predictable. We know this team can produce about this much every quarter, and if everybody's happy with that we can keep going; or we consider whether there is anything else we can do to produce a bit more, or to do less. But it's not driven top-down; it's driven by the team. It's not the top saying, “Now you have to do it two weeks quicker”—