Agile Planning, Estimation And Tracking
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Agile Planning, Estimation And Tracking

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These are the slides from a presentation i gave on planning, estimating and tracking an agile development project on June 24th for the Extreme Programming Meetup in New York City.

These are the slides from a presentation i gave on planning, estimating and tracking an agile development project on June 24th for the Extreme Programming Meetup in New York City.

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  • 5 years of data, 12 identical assignments and timelines. Shows a 10:1 difference in developer productivity.How do we account for this?
  • The larger a story is the more uncertainty there is thus we make the differences between them larger
  • Estimate stories
  • Estimate stories
  • Estimate stories
  • Projected Duration = (Points / Average Velocity) * Iteration LengthProjected Budget = Run Rate * Duration
  • Estimate stories

Transcript

  • 1. building software to help our clients grow SINCE 1985 Agile Project Estimating, Planning and Tracking Andrew Nichols, Certified Scrum Master Andrew.Nichols@tallan.com Tallan, Inc. Proprietary and Confidential. Copyright 2009 www.tallan.com 7/3/2009
  • 2. Agenda  How to plan an Agile project  Develop product backlog  Estimating backlog  Calculating project duration and budget  Prioritize backlog  Release planning  How to track an Agile project Tallan, Inc. Proprietary and Confidential. Copyright 2009 7/3/2009
  • 3. Develop Product Backlog Product Backlog  List for all features desired in system  User Stories  Use Cases  Just list the features any way you want  This isopen to change  Not everything will be implemented  Ideas not on the list will be discovered along the way Tallan, Inc. Proprietary and Confidential. Copyright 2009 7/3/2009 2
  • 4. Develop Product Backlog # Description 1 Story A 2 Story B 3 Story C 4 Story D 5 Story E 6 Story F 7 Story G 8 Story H 9 Story I 10 Story J 11 Story K Tallan, Inc. Proprietary and Confidential. Copyright 2009 7/3/2009 3
  • 5. Product Backlog Exercise Tallan, Inc. Proprietary and Confidential. Copyright 2009 7/3/2009 4
  • 6. Petbook Social network for pet owners Petbook will be a website which connects pet owners together so that they can network and exchange information about their pets and find other pet owners like them. Petbook will be a brand new website and should NOT be a replica of Facebook. It will be developed from scratch and will not use any existing social networking platform. Tallan, Inc. Proprietary and Confidential. Copyright 2009 7/3/2009 5
  • 7. Estimating Backlog How long will this take? Tallan, Inc. Proprietary and Confidential. Copyright 2009 7/3/2009 6
  • 8. Productivity: Time vs. Quality Stanley Eisenstat at Yale. CS 323 Programming Assignments Show 10:1 difference in productivity http://www.joelonsoftware.com/articles/HighNotes.html Tallan, Inc. Proprietary and Confidential. Copyright 2009 7/3/2009
  • 9. Estimating Backlog Ideal Days Story Points  Measurement of duration  Measurement of effort not  Should be relative duration  Meaningless without velocity  Relative not absolute  Difficult to get management  Meaningless without velocity away from calendar days  Difficult for management to understand Tallan, Inc. Proprietary and Confidential. Copyright 2009 7/3/2009 8
  • 10. Estimating Backlog Story Points Exponential Series Modified Fibonacci Series 18 16 100 14 12 10 8 6 40 4 20 2 13 5 8 0 0 1 2 3 Tallan, Inc. Proprietary and Confidential. Copyright 2009 7/3/2009 9
  • 11. Estimation Methods of Estimation  Expert Judgment  Analogy  Disaggregation  Planning Poker Tallan, Inc. Proprietary and Confidential. Copyright 2009 7/3/2009 10
  • 12. Estimation Planning Poker 1. Everyone has set of cards with points on them 2. Discuss the feature to be estimated 3. Everyone shows card with estimate simultaneously 4. If all cards same then you are done 5. If there is disparity then go to 2 Tallan, Inc. Proprietary and Confidential. Copyright 2009 7/3/2009 11
  • 13. Planning Poker Exercise Tallan, Inc. Proprietary and Confidential. Copyright 2009 7/3/2009 12
  • 14. Product Backlog # Description Effort (Story Points) 1 Story A 2 2 Story B 8 3 Story C 8 4 Story D 1 5 Story E 13 6 Story F 5 7 Story G 2 8 Story H 5 9 Story I 1 10 Story J 3 11 Story K 5 Tallan, Inc. Proprietary and Confidential. Copyright 2009 7/3/2009 13
  • 15. Iteration Planning Velocity  Points completed per iteration  Best determined imperially  Worst case make an assumption Tallan, Inc. Proprietary and Confidential. Copyright 2009 7/3/2009 14
  • 16. Duration and Budget Estimated Duration P= Points per story  V = Velocity D P V Tallan, Inc. Proprietary and Confidential. Copyright 2009 7/3/2009 15
  • 17. Duration and Budget Estimated Budget  R = Run rate per iteration B  R D Tallan, Inc. Proprietary and Confidential. Copyright 2009 7/3/2009 16
  • 18. Calculate Duration and Budget Exercise Tallan, Inc. Proprietary and Confidential. Copyright 2009 7/3/2009 17
  • 19. Prioritize Backlog Methods of Prioritization  Financial Prioritization  Desirability Prioritization  Not used for Mandatory features  Used to trade off between optional features Tallan, Inc. Proprietary and Confidential. Copyright 2009 7/3/2009 18
  • 20. Prioritization Tips  Use numbers to assign priority  Higher priority = higher number  No 2 stories have same priority Tallan, Inc. Proprietary and Confidential. Copyright 2009 7/3/2009 19
  • 21. Prioritization Exercise Tallan, Inc. Proprietary and Confidential. Copyright 2009 7/3/2009 20
  • 22. Product Backlog # Description Effort (Story Points) Priority 1 Story A 2 100 2 Story B 8 101 3 Story C 8 90 4 Story D 1 95 5 Story E 13 50 6 Story F 5 35 7 Story G 2 30 8 Story H 5 25 9 Story I 1 20 10 Story J 3 15 11 Story K 5 10 Tallan, Inc. Proprietary and Confidential. Copyright 2009 7/3/2009 21
  • 23. Release Planning Release Planning  Plan 2-3 iterations out  Break stories up vertically if necessary  Set a commitment base goal  Set a stretch goal (base + 20%) Tallan, Inc. Proprietary and Confidential. Copyright 2009 7/3/2009 22
  • 24. Product Backlog # Description Effort (Story Priority Iteration Points) 1 Story A 2 100 1 2 Story B 8 101 1 3 Story C 8 90 2 4 Story D 1 95 2 5 Story E 13 50 3 6 Story F 5 35 7 Story G 2 30 8 Story H 5 25 9 Story I 1 20 2 10 Story J 3 15 11 Story K 5 10 Tallan, Inc. Proprietary and Confidential. Copyright 2009 7/3/2009 23
  • 25. Release Planning Tips  Always meet your commitment  Always deliver afew of the stretch goals  Discuss plan with entire team Tallan, Inc. Proprietary and Confidential. Copyright 2009 7/3/2009 24
  • 26. Agenda  How to plan an Agile project  How to track an Agile project  Tracking Velocity  Projecting Duration and Budget Tallan, Inc. Proprietary and Confidential. Copyright 2009 7/3/2009
  • 27. Tracking Progress  Iteration and team level not developer  Completed features not specs or documents Tallan, Inc. Proprietary and Confidential. Copyright 2009 7/3/2009 26
  • 28. Tracking Velocity 35 33 31 29 27 Velocity 25 Average Velocity 23 21 19 1 3 5 7 9 11 13 15 17 19 21 23 Tallan, Inc. Proprietary and Confidential. Copyright 2009 7/3/2009 27
  • 29. Duration and Budget Projected Duration D p  DS  P r VA Projected Budget BP  BS  R  DP Tallan, Inc. Proprietary and Confidential. Copyright 2009 7/3/2009 28
  • 30. Buffering for Risk and Uncertainty P   A (w1  a1 )  (w2  a2 )  (w3  a3 ) ... 2 2 2 Tallan, Inc. Proprietary and Confidential. Copyright 2009 7/3/2009 29
  • 31. Buffering Buffering for Risk and Uncertainty  Estimate average case effort estimate  Estimate worst case effort estimate  (worst – average)2  Total points = Sum of average + square root of sum of squares Tallan, Inc. Proprietary and Confidential. Copyright 2009 7/3/2009 30
  • 32. Product Backlog # Description Average Case Worst Case (worst – average)2 1 Story A 2 3 1 2 Story B 8 13 25 3 Story C 8 20 144 4 Story D 1 2 1 5 Story E 13 40 729 6 Story F 5 8 9 7 Story G 2 8 36 8 Story H 5 8 9 9 Story I 1 2 1 10 Story J 3 5 4 11 Story K 5 8 9 53 117 968 Tallan, Inc. Proprietary and Confidential. Copyright 2009 7/3/2009 31
  • 33. Buffering Average Case = 53 Buffer = 31 Total Points = 53 + 31 = 84 Tallan, Inc. Proprietary and Confidential. Copyright 2009 7/3/2009 32
  • 34. Buffering Benefits  Results in more predictable schedule up front  Identifies high risk stories Tallan, Inc. Proprietary and Confidential. Copyright 2009 7/3/2009 33
  • 35. Conclusions # of points are meaningless # of stories are meaningless What’s important: Velocity vs. Total Points Always complete some of the stretch goals Tallan, Inc. Proprietary and Confidential. Copyright 2009 7/3/2009 34