Follow us on www.techxpla.com One of the key advantages of adopting an agile workflow is the ability of the team to estimate new work effectively. But teams new to agile sometimes have difficulty figuring out how to estimate requirements effectively. Until a team has been working together for a while, attempts to generate accurate estimates for new requirement may feel awkward and loose. Here Anushree Verma Certified Scrum Master and Agile Coach from Capgemini gave few estimation techniques for agile teams that can ease the transition through this phase. These techniques get everyone engaged in productive point estimation from the start, regardless of their level of experience with agile methods. Topics covered in this slides are 1) Agile Estimation and its techniques Concept of Story points Relative versus Absolute estimation Few examples of estimation Techniques 2) Agile Prioritization – Key success factor of Agile projects Story Mapping and Prioritization Few examples of Prioritization Anushree's experience & Certifications : IT Experience and Achievements: Equipped with approx. 10 years of experience in Banking & Technology Industry and currently working as Technical Delivery Manager and Agile Coach in Capgemini. Associated with corporates like HSBC global technologies and Tieto Software Technologies in the past. Certifications: Certified Trainer/Facilitator - Train The Trainer [T.T.T] - Creating Wonders in facilitating - PMI USA Certified Scrum Master (CSM) from Scrum Alliance (Member: 000433149). ITIL V3,EXIN Agile Certified Practitioner (ACP) )® trained, PMI USA Project Management Professional (PMP) )® trained, PMI USA AS400 Programmer Certification.

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4. Today’s Speaker
Anushree Verma
Technical Delivery Manager/Agile Coach, Capgemini
Certified SCRUM Master(CSM)
Certified Trainer from PMI(PMI)
Certified Agile Professional Trained(PMI)
Distributed Agilist
PMP Trained
ITIL Certified

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6. Agenda
• Relative vs. Absolute Estimating
• Story Points
• Planning Poker – Estimation Technique
• Affinity Estimation
Agile Estimation &
Techniques
Agile Prioritization
• Story mapping & Prioritization
• KANO Analysis
• MoSCoW Analysis

7. Agile Estimation & Techniques
Relative Estimating
1
2
3
4
5

8. Agile Estimating
While we aren’t very good at estimating things absolutely , it turns out
that we are pretty good in estimating things relatively

9. Agile Estimating
Sizing things relatively means not worrying about exactly how big a story
is ; but worrying more about how this story’s size compares to others

10. Agile Estimating
Relative Estimating focuses on size and complexity - this happens at the
story level. This style of estimation (relative over absolute) forms the
corner stone of Agile Planning

11. Agile Estimating
•Relative Estimating focuses on size
and complexity
•This happens at the story level
•Estimation is done in Story Points
Relative Estimating Absolute Estimating
•Absolute Estimating focuses on
ideal time
• This happens at the task level
• Estimated in hours

12. Agile Estimating
Cone of Uncertainty

13. Agile EstimatingAgile Estimating
• A story point is a numerical value assigned to the user
story. Story points are primarily a measure of the degree
of effort necessary to deliver the story functionality
before the end of one sprint. Higher confidence is
represented by a lower estimate.
What is a story point
• The point gives a picture of how big or small the
story is in terms of execution
Why
• It’s a range from 1, 2, 3, 5, 8, 13, 20, 40, 100What is the numerical
range

14. Agile EstimatingAgile EstimatingAgile Estimating
Story Points
1 2 3 5 8 13 20 40 100
Simple one-
liner change.
No
dependencies.
Simple change.
May have
some localised
dependencies.
Requires
test cases.
More complex. May
require some
analysis to
implement technical
solution.
Relatively
complex but can
be completed
without a
technical design.
Technical
design
required.
Many unknowns
and
dependencies.
Difficult to
estimate at this
stage
Many
unknowns and
dependencies.
Difficult to
estimate at
this stage
Too many unknowns or
dependencies to provide
any sort of estimate.
Should be broken down
into more manageable
stories
Fibonacci Scale for Stories
Small Medium Med-large Large X-Large

15. Story points help drive cross-functional behavior
Story point estimates don’t decay like time estimates
Story points are a pure measure of size (estimate by analogy - “this is like
that”)
Estimating in story points is typically faster
My ideal time is not your ideal time
Agile Estimating
Why use Story Points?

16. Agile EstimatingAgile EstimatingAgile Estimating
Planning Poker

17. Agile EstimatingAgile EstimatingAgile Estimating
Planning Poker
1. Scrum Master reads the story to Development Team. Development Team
asks questions to the Product Owner to fully understand what is expected
to be delivered.
2. Each member of the Development Team selects a card that reflects their
estimate and, on the given signal, everyone turns over their card.
3. If there is not a unanimous estimate, the High and Low estimates explain
why they selected their chosen estimate.
The purpose is not to cajole someone into a particular vote, but to better
understand the rationale. In most cases, the estimate was made based
on incomplete information (‘I didn’t know the database already
existed’) or on personal experience (‘In a similar project, it took a lot of
effort to unit test’).
4. After discussing, the members select their estimates and shares with the
Development Team and the process continues until the estimates converge
at a single value.
5. Process continues through all the User Stories.

18. Prioritization in Agile
A product backlog will contain all the features and functionality required
to be delivered, but unlike waterfall, detailed planning need not be done
upfront for the whole project
Only features and functionalities for which details are available and
provide the most value to the business are prioritized and worked in the
sprint
During planning sessions the Product Owner prioritize the backlog items
based on the needs of the business across six attributes:
Value Cost Risk Dependency Releasability Learning

19. Prioritization in Agile
KANO Analysis
•Must Haves - baseline features,
dissatisfaction when these are absent.
•Satisfiers - value added, the more of
these the happier the customer is.
•Delighters - exciting features, but
not expected.
•Indifferent - users don’t find value
in these.

20. Prioritization in Agile
MoSCoW Analysis

21. Prioritization in Agile
MoSCoW Analysis
Must Have
•Cannot deliver on target date without this
•No point in delivering on target date without this; if it were not
delivered, there would be no point deploying the solution on the
intended date
•Not legal without it
•Unsafe without it
•Cannot deliver the Business Case without it

22. Prioritization in Agile
MoSCoW Analysis
Should Have
•Important but not vital
•May be painful to leave out, but the solution is still viable
•May need some kind of workaround, e.g. management of expectations,
some inefficiency, an existing solution, paperwork, etc.
Could Have
•Wanted or desirable but less important
•Less impact if left out (compared with a Should Have)
Wont Have
These are requirements which the project team has agreed it will not deliver. This helps to
manage expectations that some requirements will simply not make it into the delivered
solution, at least not this time around.

23. MoSCoW Analysis
Agile Release Planning
Release-1 Release - 2 Release-3
Sprint-74
Sprint-33
Sprint-1
Sprint-2
Sprint-92
Sprint-8
• Walkthrough on the backlogs in the project
• Review the release strategy, considering business needs.
• Plan priorities and sprints accordingly
Release Planning
• Product Owner
• Scrum Master
• Key stakeholders
Attendance
• A set of deliverable timeline is establishedOutcome Sprint-63
Sprint-4
Sprint-5
Feature -2Feature -1

24. Agile Release Planning
Every sprint should provide demonstrable progress to the
business. In order to accomplish that, a sprint must include
vertical slices of functionality.
In this case the user story maps to one vertical slice
containing three technical layers.
Can all three of these be fully built at the end of one sprint?
Maybe. The typical approach is to build the vertical slice
incrementally over a series of sprints.
24
Database
Webservices
User Interface
UI section with a sortable
6 column table
3 reusable services to
populate the table
18 DB tables
Vertical
Slice
User Story #45
Description: As a bookshop owner, I want to create the
payment methods so that I can receive payments from
shoppers
AC: Payment Manual, Paypal Payment, Credit card
payment
Sprint 1 Sprint 2 Sprint 3 Sprint 4 Sprint 5
Happy Path Alt flows,
exceptions
Revised view Logging,
Auditing, etc.
Tweaks
Slice the cake

25. Thanks!
Any Questions?
You can find me at :
Anushree.Verma@Capgemini.com
+91 9890109427

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