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Agile estimation and planning peter saddington

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Agile Estimation and Planning Workshop for Scrum Teams and User Stories

Agile Estimation and Planning Workshop for Scrum Teams and User Stories

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    Agile estimation and planning  peter saddington Agile estimation and planning peter saddington Presentation Transcript

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