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Agile Estimation

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Agile Estimation

  1. 1. Agile EstimationZeist, 10 juni 2013Sid B. Dane
  2. 2. 2By Sid B. Dane | Copyright © Capgemini 2012. All Rights ReservedAgile Estimation | june 2013ContentsCone of UncertaintyYesterday’s WeatherPrinciples of Agile EstimationLean Software DevelopmentReaching ConsensusReferencesContact information
  3. 3. 3By Sid B. Dane | Copyright © Capgemini 2012. All Rights ReservedAgile Estimation | june 2013Cone of UncertaintyLessgoodBetter
  4. 4. 4By Sid B. Dane | Copyright © Capgemini 2012. All Rights ReservedAgile Estimation | june 2013Yesterday’s weather
  5. 5. Principles of Agile Estimation
  6. 6. 6By Sid B. Dane | Copyright © Capgemini 2012. All Rights ReservedAgile Estimation | june 2013
  7. 7. 7By Sid B. Dane | Copyright © Capgemini 2012. All Rights ReservedAgile Estimation | june 2013
  8. 8. 8By Sid B. Dane | Copyright © Capgemini 2012. All Rights ReservedAgile Estimation | june 2013
  9. 9. 9By Sid B. Dane | Copyright © Capgemini 2012. All Rights ReservedAgile Estimation | june 2013
  10. 10. 10By Sid B. Dane | Copyright © Capgemini 2012. All Rights ReservedAgile Estimation | june 2013
  11. 11. 11By Sid B. Dane | Copyright © Capgemini 2012. All Rights ReservedAgile Estimation | june 2013
  12. 12. 12By Sid B. Dane | Copyright © Capgemini 2012. All Rights ReservedAgile Estimation | june 2013
  13. 13. 13By Sid B. Dane | Copyright © Capgemini 2012. All Rights ReservedAgile Estimation | june 2013
  14. 14. 14By Sid B. Dane | Copyright © Capgemini 2012. All Rights ReservedAgile Estimation | june 2013
  15. 15. 15By Sid B. Dane | Copyright © Capgemini 2012. All Rights ReservedAgile Estimation | june 2013
  16. 16. Lean Software Development
  17. 17. 17By Sid B. Dane | Copyright © Capgemini 2012. All Rights ReservedAgile Estimation | june 2013OriginLean softwaredevelopment is a translationof leanmanufacturing and leanIT principles and practices tothe software developmentdomain. Adapted fromthe Toyota ProductionSystem, a pro-lean subcultureis emerging from withinthe Agile community. Bron: Wikipedia
  18. 18. 18By Sid B. Dane | Copyright © Capgemini 2012. All Rights ReservedAgile Estimation | june 2013Lean Software Dev: 7 principles and 22 tools Eliminate Waste Seeing Waste, Value Stream Mapping Amplify Learning Feedback, Iterations, Synchronization,Set-Based Development Decide as Late as Possible Options Thinking, The LastResponsible Moment, MakingDecisions Deliver as Fast as Possible Pull Systems, Queuing Theory, Cost ofDelay Empower the Team Self-Determination, Motivation,Leadership, Expertise Build Integrity In Perceived Integrity, ConceptualIntegrity, Refactoring, Testing See the Whole Measurements, Contracts"Think big, act small, fail fast; learnrapidly“ --- Mary and Tom Poppendieck
  19. 19. Reaching consensus
  20. 20. 21By Sid B. Dane | Copyright © Capgemini 2012. All Rights ReservedAgile Estimation | june 2013Five requirements of consensus decision-making Inclusion. As many community members as possible should be involved in theprocess. Nobody should be excluded or left out (unless they ask to beexcluded). Participation. Not only is every person included, but each and every person isalso expected to participate by contributing opinions and suggestions. Whilethere are various roles that others may have, each person has an equal share(and stake) in the final decision. Co-operation. All the people involved collaborate and build upon each othersconcerns and suggestions to come up with a decision or solution that will satisfyeveryone in the group, rather than just the majority (while the minority isignored). Egalitarianism. Nobodys input is weighed more or less than anyone elses.Each has equal opportunity to amend, veto, or block ideas. Solution-mindedness. An effective decision-making body works towards acommon solution, despite differences. This comes through collaborativelyshaping a proposal until it meets as many of the participants concerns aspossible.
  21. 21. 22By Sid B. Dane | Copyright © Capgemini 2012. All Rights ReservedAgile Estimation | june 2013I.N.V.E.S.T. in your StoriesIndependentNegotiableValuableEstimableSmall enoughTestable
  22. 22. 23By Sid B. Dane | Copyright © Capgemini 2012. All Rights ReservedAgile Estimation | june 2013So many stories, so little time…“Don’t spend too much time on estimating.The goal of the estimates is to gain ageneral understanding of the cost of thesystem or product. This is used todetermine whether it is economic todevelop it. Be aware of diminishing returns.Do enough, but not too much.”
  23. 23. 24By Sid B. Dane | Copyright © Capgemini 2012. All Rights ReservedAgile Estimation | june 2013Timebox per story estimateAn egg timer can be used toensure that discussion isstructured; the Moderatormay at any point turn overthe egg timer and when itruns out all discussion mustcease and another round ofpoker is played. Thestructure in the conversationis re-introduced by the soapboxes.
  24. 24. 25By Sid B. Dane | Copyright © Capgemini 2012. All Rights ReservedAgile Estimation | june 2013Different opinions: average or max?What happens to the sprint if…• The 5’s got it and it turned out to be an 8?• The 8’s got it and it turned out to be a 5?
  25. 25. 26By Sid B. Dane | Copyright © Capgemini 2012. All Rights ReservedAgile Estimation | june 2013Questions?Questions?
  26. 26. 27By Sid B. Dane | Copyright © Capgemini 2012. All Rights ReservedAgile Estimation | june 2013ReferencesDr. Christoph Steindl (IBM): Estimation in Agile projectsKen Schwaber: Scrum MethodologyMike Cohn: Agile Estimation and PlanningGunther Verheijen: Scrum KickstartWikipedia: Planning Poker Lean Software DevelopmentWikiHow: How to Reach a ConsensusMary and Tom Poppendieck: Lean Software DevelopmentSid B. Dane: Optimization has no Business Value
  27. 27. 28By Sid B. Dane | Copyright © Capgemini 2012. All Rights ReservedAgile Estimation | june 2013Contact information• Capgemini Nederland B.V.Reykjavikplein 13543 KA Utrecht• Sid B. Danesid.dane@capgemini.com@SidOnAgilehttp://nl.linkedin.com/in/siddane/
  28. 28. The information contained in this presentation is proprietary.© 2012 Capgemini. All rights reserved.www.capgemini.comAbout CapgeminiWith more than 120,000 people in 40 countries, Capgemini is oneof the worlds foremost providers of consulting, technology andoutsourcing services. The Group reported 2011 global revenuesof EUR 9.7 billion.Together with its clients, Capgemini creates and deliversbusiness and technology solutions that fit their needs and drivethe results they want. A deeply multicultural organization,Capgemini has developed its own way of working, theCollaborative Business ExperienceTM, and draws on Rightshore ®,its worldwide delivery model.Rightshore®is a trademark belonging to Capgemini

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