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Planning Poker & Relative Estimation

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Learn what and why of relative estimation, why it is better than absolute estimation, and how to use planning poker for relative estimation.

Learn what and why of relative estimation, why it is better than absolute estimation, and how to use planning poker for relative estimation.

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  • 1. Planning Poker and Relative Estimation Syed Rayhan Co-founder, Code71, Inc. Contact: srayhan@code71.com Blog: http://blog.syedrayhan.com Company: http://www.code71.com Product: http://www.scrumpad.com http://www.scrumpad.com http://www.code71.com Copyright 2010 Code71 Inc. All rights reserved .
  • 2. My Background  Co-founder, Code71, Inc., CSP, Agile Coach and Trainer Career  14+ years of total experience  Co-author of “Enterprise Java with UML”  Iterative incremental development Ex pertise  Technology planning and architecture  On-shore/Off-shore software development using Agile/Scrum  Cultural aspect of self-organizing team  Scrum for projects delivered remotely Int erest s  Agile engineering practices  Lean Startup www.Code71.com Copyright 2010 Code71 Inc. All rights reserved . www.ScrumPad.com 2
  • 3. Estimation A bsolut e 12 oz 16 oz 20 oz small medium large Relat ive 3 5 8 www.Code71.com Copyright 2010 Code71 Inc. All rights reserved . www.ScrumPad.com 3
  • 4. Estimation Relat ive Absolute Story points Hours/Days Used for Release planning Used for Sprint planning Accuracy is not important Accuracy is important to some extant Eliminates bias Does not eliminate bias Cannot be compared with Supports comparison another team’s www.Code71.com Copyright 2010 Code71 Inc. All rights reserved . www.ScrumPad.com 4
  • 5. Relative estimation using “Planning Poker” Decide on scale Fibonacci scale (1, 2, 3, 5, 8, 13, 21…) Use most understood story as a Identify a reference story set reference story for each level on the scale Everybody estimates individually, then Estimate the rest reveals as a team, hence the term “Planning Poker” Challenges? www.Code71.com Copyright 2010 Code71 Inc. All rights reserved . www.ScrumPad.com 5
  • 6. How to resolve disagreement in estimation? Consensus A sk the out liers and discuss as a t eam t o agree on an est imat e Majorit y Pick t he one t hat was chosen by t he majority Choose t he T o err on the side of caution highest Pros and Cons? www.Code71.com Copyright 2010 Code71 Inc. All rights reserved . www.ScrumPad.com 6
  • 7. Why Relative estimation? V elocit y Measure of how much work a team can do in a given period Release Planning It is easier to estimate high level scope Eliminate the need for doing effort estimation in actual hours/days Sprint Planning Helps focus on goals (delivery of a complete work) Prevent accepting partial work (no credit for incomplete work) www.Code71.com Copyright 2010 Code71 Inc. All rights reserved . www.ScrumPad.com 7
  • 8. Velocity Definition Points delivered by a team per sprint How to calculate? Rolling average of 4 weeks, Max, Min, Lifetime average • Velocity without a quality metric is not useful • Velocity of two teams are not comparable • Velocity changes with team composition Keep in mind • Velocity increases with team’s tenure • Velocity is not productivity • Do not include bugs and rejected stories • Used to determine sprint scope How to use? • Used to calculate approximate costs of a release • Used to track release progress www.Code71.com Copyright 2010 Code71 Inc. All rights reserved . www.ScrumPad.com 8
  • 9. Q&A Please contact for on-site training or Webinar: Contact: srayhan@code71.com Blog: http://blog.syedrayhan.com Company: http://www.code71.com Product: http://www.scrumpad.com www.Code71.com Copyright 2010 Code71 Inc. All rights reserved . www.ScrumPad.com 9