Agile estimation and planning peter saddington

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Agile Estimation and Planning Workshop for Scrum Teams and User Stories

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Agile estimation and planning peter saddington

  1. 1. Agile Estimation and Planning A Quick Guide to Estimating Features and Stories in Agile Development Peter Saddington, CSM CSP Executive Editor AgileScout.com @agilescout
  2. 2. White Barrel LLC. © 2011 Peter Saddington Peter Saddington, CSP CSM Independent Enterprise Agile Coach Rally Software Agile Coach Executive Editor AgileScout.com Author – Scrum Pocket Guide [email_address] +1.404.669.6662 www.agilescout.com www.scrumpocketguide.com Twitter: @agilescout
  3. 3. White Barrel LLC. © 2010 Peter Saddington
  4. 4. Product Backlog <ul><li>A prioritized list of features for the given product </li></ul><ul><li>Stories are implemented based on their priority </li></ul><ul><li>The TOP priority Features are put into iterations first </li></ul><ul><li>Changes to the iterations are OK </li></ul>White Barrel LLC. © 2010 Peter Saddington
  5. 5. Prioritization Factors to Consider <ul><li>Financial value of features </li></ul><ul><li>Costs of implementation </li></ul><ul><li>Amount of risk removed / added </li></ul><ul><li>Training on new features </li></ul><ul><li>PO should be enabled </li></ul>White Barrel LLC. © 2010 Peter Saddington
  6. 6. Prioritization Sliders White Barrel LLC. © 2010 Peter Saddington
  7. 7. Sizing Features for Release White Barrel LLC. © 2010 Peter Saddington
  8. 8. Sizing Features for Release <ul><li>Sizing and estimation happens during an Iteration Planning Meeting </li></ul><ul><li>“ Commitment-driven iteration planning” is setting a goal for the iteration – What we will commit to and complete! </li></ul>White Barrel LLC. © 2010 Peter Saddington
  9. 9. Atlanta Snow Day White Barrel LLC. © 2010 Peter Saddington <ul><li>Snow day Atlanta on 1/10/2011 </li></ul><ul><li>You have volunteered to help move a mountain of snow off a parking lot </li></ul><ul><li>How do we estimate how long this will take? </li></ul>
  10. 10. One Way to Estimate <ul><li>Estimate the amount of snow </li></ul><ul><li>Measure how much snow you can move </li></ul><ul><li>Estimate the total duration </li></ul>White Barrel LLC. © 2010 Peter Saddington
  11. 11. Size to Velocity <ul><li>Size = f(Complexity + Amount) </li></ul>White Barrel LLC. © 2010 Peter Saddington OR Velocity = f(# of team members, skills, learning, distractions, sickness, absence, changes, Murphy, ?)
  12. 12. Velocity <ul><li>Is the rate at which a team can produce working software </li></ul><ul><li>Used for estimation and planning </li></ul><ul><li>Measured in non-time-referent terms (Story points) </li></ul><ul><li>Should not be used as a measure of comparison across teams </li></ul>White Barrel LLC. © 2010 Peter Saddington
  13. 13. Size Estimate – Derive Duration White Barrel LLC. © 2010 Peter Saddington
  14. 14. Estimation Guidelines <ul><li>In Agile, we estimate size, not duration </li></ul><ul><li>Estimates are intentionally vague (in the beginning) </li></ul><ul><li>Common estimate values include: </li></ul><ul><ul><li>T-shirt sizes </li></ul></ul><ul><ul><li>Scale (1-10) </li></ul></ul><ul><ul><li>Fibonacci sequence </li></ul></ul>White Barrel LLC. © 2010 Peter Saddington
  15. 15. More Estimation Guidelines <ul><li>Size (complexity) is estimated </li></ul><ul><ul><li>A story is estimated to be 5 story points in relative complexity </li></ul></ul><ul><li>Velocity is measured </li></ul><ul><ul><li>The Team can deliver 15 story points in a 2 week sprint </li></ul></ul><ul><li>Duration is derived </li></ul><ul><ul><li>Based on the Team’s measured velocity of 15 story points per sprint, it will take the Team 4 sprints to deliver 60 story points </li></ul></ul>White Barrel LLC. © 2010 Peter Saddington
  16. 16. Approaching Estimation <ul><li>Assign points for smallest and medium sized stories </li></ul><ul><li>Size other stories by comparison or same size </li></ul>White Barrel LLC. © 2010 Peter Saddington
  17. 17. Approaches to Sizing <ul><li>Estimates are made by a GROUP not an INDIVIDUAL </li></ul><ul><ul><li>Points sizes never decay </li></ul></ul><ul><ul><li>Sizes don’t change based on estimator </li></ul></ul><ul><ul><li>Use consistent relative scale </li></ul></ul><ul><li>Use techniques </li></ul><ul><ul><li>Analogy </li></ul></ul><ul><ul><li>Decomposition </li></ul></ul><ul><ul><li>Planning Poker </li></ul></ul>White Barrel LLC. © 2010 Peter Saddington
  18. 18. Estimate by Comparison / Analogy <ul><li>3 points </li></ul><ul><li>5 points </li></ul><ul><li>8 points </li></ul><ul><li>13 points </li></ul>White Barrel LLC. © 2010 Peter Saddington
  19. 19. Decomposition of a Story <ul><li>Goal : Break big stories into smaller stories </li></ul><ul><li>Goal : Define stories that can fit into single iterations </li></ul><ul><li>Remember : A little effort helps a lot </li></ul><ul><li>Remember : A lot of effort only helps a little more </li></ul>White Barrel LLC. © 2010 Peter Saddington
  20. 20. Techniques – Planning Poker <ul><li>Each team has a deck of cards – Each card has a point size </li></ul><ul><li>Product Owner reviews a story (1 minute per story) </li></ul><ul><ul><ul><li>PO should have enough knowledge about the story to discuss details </li></ul></ul></ul><ul><li>Analysis (3 minutes per story) </li></ul><ul><ul><ul><li>The story is briefly discussed with questions </li></ul></ul></ul><ul><ul><ul><li>The discussion should be sufficient enough to determine the complexity and relative size of work </li></ul></ul></ul><ul><ul><ul><li>Compare story to other previously sized stories </li></ul></ul></ul><ul><ul><ul><li>Each team member selects a card that is his or her estimate </li></ul></ul></ul><ul><li>All cards are presented to the group at the same time </li></ul><ul><li>Differences and outliers are discussed (1 minute) </li></ul><ul><li>Re-estimate until estimates converge </li></ul><ul><ul><ul><li>Time-box card considerations if time is needed to discuss </li></ul></ul></ul><ul><ul><ul><li>Negotiate a happy medium </li></ul></ul></ul><ul><ul><ul><li>If one individual is in disagreement, ask them if the consensus is agreeable </li></ul></ul></ul>White Barrel LLC. © 2010 Peter Saddington
  21. 21. Breaking Stories into Tasks with Planning Poker <ul><li>Using Mike Cohn’s “Ideal Time vs Elapsed Time”: </li></ul><ul><li>How long does a football game last? </li></ul><ul><li>Questions to ask yourself: </li></ul><ul><li>How long would [task] take: </li></ul><ul><li>If it’s all you worked on… </li></ul><ul><li>You had no interruptions… </li></ul><ul><li>Had everything you needed to complete it? </li></ul>White Barrel LLC. © 2010 Peter Saddington
  22. 22. Ideal vs Elapsed Time in Planning Poker <ul><li>It’s much easier to estimate in ideal time </li></ul><ul><li>It’s too hard to estimate in elapsed time </li></ul><ul><li>Start with ideal time </li></ul><ul><li>Define what 1 story point equals (1 story point = 1 ideal day) </li></ul><ul><li>Estimate how many hours each person has available </li></ul><ul><li>Then gradually move team’s thinknig to unit-less story points (“This story is like that story”). </li></ul><ul><li>“ Stop talking about how long it will take” – Mike Cohn </li></ul>White Barrel LLC. © 2010 Peter Saddington
  23. 23. Summary <ul><li>Remember the purpose of the iteration planning meeting is to arrive at a commitment to an iteration goal or set of product backlog items. </li></ul><ul><li>Story point estimation and task estimation takes time! </li></ul><ul><li>The purpose of the meeting is to come up with a list of tasks and hours. </li></ul><ul><li>The tasks and estimates are a tool for determining what we can commit to! </li></ul><ul><li>Inspect and adapt your velocity over time with 90% confidence intervals </li></ul>White Barrel LLC. © 2010 Peter Saddington
  24. 24. Resources Used in Presentation <ul><li>Mike Cohn’s Presentations on “Agile Estimating and Planning” – http://www.mountaingoatsoftware.com/presentations-estimating </li></ul><ul><li>Dean Leffingwell’s book – “Scaling Software Agility” </li></ul><ul><li>Jeff Patton – http://www.agileproductdesign.com </li></ul>White Barrel LLC © 2010 Peter Saddington
  25. 25. Questions? White Barrel LLC © 2010 Peter Saddington
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