Agile Estimating and Planning <ul><li>Luca Grulla </li></ul><ul><li>ESSAP </li></ul><ul><li>Varese,Italy, 4/7/2008 </li></ul>
<ul><li>Why  planning  and not  plan  ? </li></ul>
But what do we really want ? <ul><li>Reduce the risk </li></ul><ul><li>Reduce uncertainty </li></ul><ul><li>Support better...
Problems with traditional planning <ul><li>Traditional plans are created with the assumptions that all the identified acti...
Project phases <ul><li>Inception </li></ul><ul><li>Release Planning </li></ul><ul><li>Iteration Planning </li></ul>
Bank CMS: Story #1 <ul><li>As a Customer Relationship Manager  </li></ul><ul><li>I want to be able to send a welcome mail ...
Ideal Days <ul><li>Easy to communicate </li></ul><ul><li>Don’t require bootstrapping </li></ul><ul><li>But… </li></ul><ul>...
Story Points <ul><li>Arbitrary unit that quantifies the 'difficulty' of a Story </li></ul><ul><li>Story points encourage c...
Velocity <ul><li>Number of story points completed per iteration </li></ul><ul><li>Define the actual capacity of delivering...
<ul><li>Agile estimation techniques separate size from duration </li></ul>
<ul><li>Consistency  vs  Accuracy </li></ul>
Scale <ul><li>Powers of 2 (1, 2, 4, 8, 16…) </li></ul><ul><li>Fibonacci (1, 2, 3, 5, 8, 13…) </li></ul><ul><li>T-Shirt siz...
Bank CMS: Story #1 <ul><li>As a Customer Relationship Manager  </li></ul><ul><li>I want to be able to send a welcome mail ...
How to estimate <ul><li>The BA reads the story </li></ul><ul><li>The team makes questions to understand the story better <...
What are we also doing ? <ul><li>Exploring the technical solution space </li></ul><ul><li>Defining constraints </li></ul><...
Iteration Planning <ul><li>According to the recent velocity (yesterday weather), the customer takes stories until the team...
Risk and Value Risk Value Low Risk High Value High Risk High Value Low Risk Low Value High Risk Low Value
Release Planning <ul><li>Can be feature-driven or time-driven </li></ul><ul><li>Based on the requested approach, you defin...
Questions ?
References <ul><li>“Agile Estimating and Planning”, Mike Cohn </li></ul>
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Agile Estimating And Planning

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Agile Estimating And Planning

  1. 1. Agile Estimating and Planning <ul><li>Luca Grulla </li></ul><ul><li>ESSAP </li></ul><ul><li>Varese,Italy, 4/7/2008 </li></ul>
  2. 2. <ul><li>Why planning and not plan ? </li></ul>
  3. 3. But what do we really want ? <ul><li>Reduce the risk </li></ul><ul><li>Reduce uncertainty </li></ul><ul><li>Support better decision making </li></ul><ul><li>Establishing trust </li></ul><ul><li>Conveying information </li></ul>
  4. 4. Problems with traditional planning <ul><li>Traditional plans are created with the assumptions that all the identified activities will be completed. This means that work is typically prioritized and sequenced for the convenience of the dev team. </li></ul><ul><li>The work is not prioritized by the value to the customers. </li></ul>
  5. 5. Project phases <ul><li>Inception </li></ul><ul><li>Release Planning </li></ul><ul><li>Iteration Planning </li></ul>
  6. 6. Bank CMS: Story #1 <ul><li>As a Customer Relationship Manager </li></ul><ul><li>I want to be able to send a welcome mail to every new customers </li></ul><ul><li>in order to welcome them to our bank </li></ul>
  7. 7. Ideal Days <ul><li>Easy to communicate </li></ul><ul><li>Don’t require bootstrapping </li></ul><ul><li>But… </li></ul><ul><li>Can be subjective </li></ul><ul><li>Leads to questioning team’s productivity </li></ul>
  8. 8. Story Points <ul><li>Arbitrary unit that quantifies the 'difficulty' of a Story </li></ul><ul><li>Story points encourage cross-functional behavior </li></ul><ul><li>The conversion between Story Points and real time will change over time as the team become more familiar the project (Velocity) </li></ul><ul><li>But… </li></ul><ul><li>Difficult to get started </li></ul><ul><li>Estimated Velocity as part of release planning has to be boot strapped in circumstances (at the start of projects) where there is nothing to use to judge the mapping between Story Points and effort </li></ul>
  9. 9. Velocity <ul><li>Number of story points completed per iteration </li></ul><ul><li>Define the actual capacity of delivering of the team </li></ul><ul><li>It’s the link between the size and the length of a project </li></ul>
  10. 10. <ul><li>Agile estimation techniques separate size from duration </li></ul>
  11. 11. <ul><li>Consistency vs Accuracy </li></ul>
  12. 12. Scale <ul><li>Powers of 2 (1, 2, 4, 8, 16…) </li></ul><ul><li>Fibonacci (1, 2, 3, 5, 8, 13…) </li></ul><ul><li>T-Shirt size (S, M, L, XL) </li></ul>
  13. 13. Bank CMS: Story #1 <ul><li>As a Customer Relationship Manager </li></ul><ul><li>I want to be able to send a welcome mail to every new customers </li></ul><ul><li>in order to welcome them to our bank </li></ul>
  14. 14. How to estimate <ul><li>The BA reads the story </li></ul><ul><li>The team makes questions to understand the story better </li></ul><ul><li>Every team member decides privately his estimate </li></ul><ul><li>All the member show the estimate at the same time </li></ul><ul><li>The higher and the lower discuss the reasons behind their decision </li></ul><ul><li>Repeat until the estimate converge </li></ul>
  15. 15. What are we also doing ? <ul><li>Exploring the technical solution space </li></ul><ul><li>Defining constraints </li></ul><ul><li>Discussing the requirements </li></ul><ul><li>Sharing different views of the problem </li></ul>
  16. 16. Iteration Planning <ul><li>According to the recent velocity (yesterday weather), the customer takes stories until the team bandwidth is full </li></ul>
  17. 17. Risk and Value Risk Value Low Risk High Value High Risk High Value Low Risk Low Value High Risk Low Value
  18. 18. Release Planning <ul><li>Can be feature-driven or time-driven </li></ul><ul><li>Based on the requested approach, you define your velocity and then either your forecast the number of points (for a time-driven plan) or the length of the project (for a feature-driven plan) </li></ul>
  19. 19. Questions ?
  20. 20. References <ul><li>“Agile Estimating and Planning”, Mike Cohn </li></ul>

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