Agile Estimation Game by Paul J Heidema
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This simple yet powerful collaboration tool for teams aids in estimating through dialog and discussion. It is the most well-used technique for agile teams around the world.
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How to estimate in scrum
- Story points are an arbitrary measure used by Scrum teams to estimate the effort required to implement a user story. Teams typically use a Fibonacci sequence like 1, 2, 3, 5, 8, 13, 20, 40, 100.
- Estimating user stories allows teams to plan how many highest priority stories can be completed in a sprint and helps forecast release schedules. The whole team estimates during backlog refinement.
- Stories are estimated once they are small enough to fit in a sprint and acceptance criteria are agreed upon. Teams commonly use planning poker where each member privately assigns a story point value and the team discusses until consensus is reached.
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The document discusses agile estimation techniques compared to traditional estimation. It covers that agile encourages continuous refinement of estimates based on learning. Specific techniques discussed include story points using a modified Fibonacci scale, planning poker, affinity estimation, and comparing estimates to actual velocity and capacity. The document demonstrates affinity estimation through an exercise of ranking dog breeds and emphasizes reaching team consensus.
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The document outlines an agenda for a planning meeting. It discusses the importance of planning and key components of effective planning such as understanding requirements, sizing stories, defining acceptance criteria, and refining plans. It then walks through the mechanics of sprint planning, including reviewing ready stories, estimating tasks, committing to complete the work, and signs of poor planning like not meeting commitments. The closing emphasizes the importance of preparation, using metrics to learn and improve, and ensuring everyone participates.
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This document outlines an agenda for a meeting to discuss user stories and their structure. It will cover the "As a - I want - So that" framework used for user stories, provide examples of its components, and distinguish user stories from product backlog items. Attendees will participate in an exercise using real-life examples to practice writing user stories and identifying areas for potential improvements. They will also discuss how to apply the lessons to daily scrums.
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This document discusses agile estimation and planning techniques. It recommends estimating tasks relatively using story points rather than absolute time estimates. Planning poker, where teams privately estimate tasks and then discuss estimates, is presented as an effective technique. Prioritizing a backlog by value, risk, and estimate allows teams to focus on the most important work. Iterative planning within sprints and tracking progress via burn down charts increases transparency.
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This document discusses the importance of corporate culture and how to influence positive cultural change. It argues that culture needs to be consciously developed, not left to implicit forces. If not deliberately crafted, culture will be co-created by employees for better or worse. The document provides examples of companies like Zappos and Intuit that have created cultures to differentiate themselves. It suggests focusing on learning, challenging assumptions, experimenting, motivating employees, and using coaching to help develop a positive culture.
How to estimate in scrum
- Story points are an arbitrary measure used by Scrum teams to estimate the effort required to implement a user story. Teams typically use a Fibonacci sequence like 1, 2, 3, 5, 8, 13, 20, 40, 100.
- Estimating user stories allows teams to plan how many highest priority stories can be completed in a sprint and helps forecast release schedules. The whole team estimates during backlog refinement.
- Stories are estimated once they are small enough to fit in a sprint and acceptance criteria are agreed upon. Teams commonly use planning poker where each member privately assigns a story point value and the team discusses until consensus is reached.
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The document discusses agile estimation techniques compared to traditional estimation. It covers that agile encourages continuous refinement of estimates based on learning. Specific techniques discussed include story points using a modified Fibonacci scale, planning poker, affinity estimation, and comparing estimates to actual velocity and capacity. The document demonstrates affinity estimation through an exercise of ranking dog breeds and emphasizes reaching team consensus.
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The document outlines an agenda for a planning meeting. It discusses the importance of planning and key components of effective planning such as understanding requirements, sizing stories, defining acceptance criteria, and refining plans. It then walks through the mechanics of sprint planning, including reviewing ready stories, estimating tasks, committing to complete the work, and signs of poor planning like not meeting commitments. The closing emphasizes the importance of preparation, using metrics to learn and improve, and ensuring everyone participates.
Story Points Revisited
The document describes the silent grouping method for estimating story points in an agile team. It involves 9 steps: 1) redirecting behaviors, 2) facilitator placing a story on a wall, 3) comparing the next story's size, 4) repeating until the team understands relative sizing, 5) team placing all stories in size order with minimal talking, 6) verifying order, 7) drawing lines to create columns, 8) assigning points to columns, and 9) allowing discussion. This provides a baseline for estimating velocity and for sizing future stories by comparing them to existing groups. The process is adapted for remote teams using screen sharing instead of physical placement.
Agile camp storywriting
This document outlines an agenda for a meeting to discuss user stories and their structure. It will cover the "As a - I want - So that" framework used for user stories, provide examples of its components, and distinguish user stories from product backlog items. Attendees will participate in an exercise using real-life examples to practice writing user stories and identifying areas for potential improvements. They will also discuss how to apply the lessons to daily scrums.
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This document discusses agile estimation and planning techniques. It recommends estimating tasks relatively using story points rather than absolute time estimates. Planning poker, where teams privately estimate tasks and then discuss estimates, is presented as an effective technique. Prioritizing a backlog by value, risk, and estimate allows teams to focus on the most important work. Iterative planning within sprints and tracking progress via burn down charts increases transparency.
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Planning Poker is a technique used to estimate effort for tasks in Agile software development. It involves each team member privately selecting a planning poker card representing their estimate for a task. The cards have Fibonacci numbers written on them. The cards are then revealed and discussed if estimates differ, until consensus is reached. Once estimates are established, the team's velocity (amount of work completed per sprint) can be used to predict future release dates. Planning Poker works well because it leverages the wisdom of crowds and averages individual estimates for more accurate results.
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User Story Sizing using Agile Relative Estimation
Ever wonder why Agile teams swear by relative estimation? My teams improved sprint planning efforts by a factor or 3, once we started using relative estimation.
Without understanding Agile relative estimation, teams tend to fall back to using time-based methods. This often leads them to spend way too much time on obsolete estimates that will be made even more complex with all the unknowns and constant emergent requirements of an Agile world!
“It's better to be roughly right, than precisely wrong!”
~ John Maynard Keyenes
The Solution is simple: understand that relative estimation is only a rough order of magnitude estimate to quickly organize the product backlog. This empowers your product owners (PO) to quickly make value based trade-offs on backlog items and decide on what stories the team should work next. This gives the business the highest bang for their buck!
PROBLEMS WITH TIME-BASED ESTIMATES
-Teams spend too much time trying to get it right
-Lack of confidence/experience can lead to people being either optimistic or pessimistic
-Timeline you are estimating may be too far in the future
-Due to long timeline, there are too many risks, unknowns, changes or dependencies!
WHY USE RELATIVE ESTIMATION?
-Allows a quick comparison of stories in the backlog
-Allows you to select a predictable volume of work to do in a sprint
-Uses a simple arbitrary scale
-Allows PO to make trade-offs and take on the most valuable stories next
ESTIMATION TIPS
-Relative points or equivalent Tshirt sizes are used to estimate stories, leveraging the Fibonacci sequence modified for Agile.
-The team estimates the story, not management nor the customer.
-Story estimates account for three things: effort, complexity, and unknowns. Don’t short sell yourself by estimating effort alone, that’s where waterfall projects face issues.
-Remember to estimate all Stories, user stories or technical stories. Even estimate research or discovery spikes.
-Refine your backlog as a team on a continuous basis, to get your stories to meet the Definition of Ready.
-Only pull into your sprint, stories that are refined and estimated.
-Break down stories that are large, into smaller slivers of value to optimize your flow.
-Don’t sweat it if you get it wrong, teams often do early on but improve over time.
Estimating Story Points in Agile - MAGIC Approach
This document discusses techniques for estimating story points in Agile projects. It describes current estimation practices like fixed story pointing based on person hours or days, expert influence, and guestimating. These can lead to inaccurate estimates and not reflect improved productivity over time. The document proposes an approach called MAGIC which uses a story point matrix based on functional and technical analysis to measure and analyze stories, and an empirical data model using historical project data to improve and control estimates. Templates are provided for the story point matrix and empirical data model.
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How to plan incremental releases of your product using minimal holistic slices that deliver value at each product release.
Secrets to effective prioritization for both planning releases, and figuring out what to build next.
Tactical management of your backlog as you grow your working software to releasability.
The backlog building and managing strategies in this session will take you well beyond the agile basics.
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User Story Mapping (USM) is a top-down approach of gathering "requirements" in agile environments.
"A user story map arranges user stories into a useful model to help understand the functionality of the system, identify holes and omissions in your backlog, and effectively plan holistic releases that deliver value to users and business with each release (from Jeff Patton's The New User Story Backlog Is a Map)."
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Creating a backlog of user stories is pretty straight forward but it doesn't help you when it comes to decisions like what to build first, how to prioritize and groom the backlog, how to scope and plan the project, and how to visualize progress. The traditional backlog is simply too flat and often too long to help you see the bigger picture and make good decisions. User Story Mapping helps simplify all of these common project issues. By adding a third dimension to your backlog, your team will make better decisions about priorities, scope, and planning while improving your ability to visualize progress.
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This toolkit contains games and activities to facilitate communication between family members. It includes the card games "Show Me Your Face" and "The Table Talk" to encourage conversation. The document provides tips for families such as cooking together, leaving positive post-its for each other, and having device-free dinners to strengthen bonds and understanding through interaction.
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Estimating with story points
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Ever wonder why Agile teams swear by relative estimation? My teams improved sprint planning efforts by a factor or 3, once we started using relative estimation.
Without understanding Agile relative estimation, teams tend to fall back to using time-based methods. This often leads them to spend way too much time on obsolete estimates that will be made even more complex with all the unknowns and constant emergent requirements of an Agile world!
“It's better to be roughly right, than precisely wrong!”
~ John Maynard Keyenes
The Solution is simple: understand that relative estimation is only a rough order of magnitude estimate to quickly organize the product backlog. This empowers your product owners (PO) to quickly make value based trade-offs on backlog items and decide on what stories the team should work next. This gives the business the highest bang for their buck!
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-Due to long timeline, there are too many risks, unknowns, changes or dependencies!
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-Allows a quick comparison of stories in the backlog
-Allows you to select a predictable volume of work to do in a sprint
-Uses a simple arbitrary scale
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-The team estimates the story, not management nor the customer.
-Story estimates account for three things: effort, complexity, and unknowns. Don’t short sell yourself by estimating effort alone, that’s where waterfall projects face issues.
-Remember to estimate all Stories, user stories or technical stories. Even estimate research or discovery spikes.
-Refine your backlog as a team on a continuous basis, to get your stories to meet the Definition of Ready.
-Only pull into your sprint, stories that are refined and estimated.
-Break down stories that are large, into smaller slivers of value to optimize your flow.
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At the start of a project or start of a major release, we always face the problem of "How do we break down this big release into stories?" " How do I move from this vision to lower level details in user stories?". My workshop & presentation at the #India Agile Week 2013 Pune was focussed on providing answers to this. This presentation provides a way to move from high level vision to user stories using Story Map.
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User story mapping is an intuitive way to build and organize a product backlog. During this session you’ll get hands-on experience building a user story map. You’ll learn:
How story mapping drives productive conversations with users and stakeholders.
How to plan incremental releases of your product using minimal holistic slices that deliver value at each product release.
Secrets to effective prioritization for both planning releases, and figuring out what to build next.
Tactical management of your backlog as you grow your working software to releasability.
The backlog building and managing strategies in this session will take you well beyond the agile basics.
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This document discusses user story mapping and provides an example of mapping out a morning routine. It explains that user story mapping helps create a shared understanding by focusing conversations on user experiences. The mapping process involves writing individual tasks or stories, organizing them into a narrative flow, exploring alternatives, distilling the map into a backbone, and slicing tasks to achieve specific outcomes. It then demonstrates this process by mapping out tasks for different goals of getting ready in the morning, either in a rush or with more leisurely time.
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This document provides an overview of agile stories, estimating, and planning. It discusses what user stories are, how to write them, and techniques for estimating story sizes such as story points. It also covers different levels of planning including release planning, iteration planning, and daily planning. The document is intended to provide background information on using agile methods for requirements management and project planning.
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User Story Mapping (USM) is a top-down approach of gathering "requirements" in agile environments.
"A user story map arranges user stories into a useful model to help understand the functionality of the system, identify holes and omissions in your backlog, and effectively plan holistic releases that deliver value to users and business with each release (from Jeff Patton's The New User Story Backlog Is a Map)."
User Story Mapping, Discover the whole story
Variations of these slides have been used in a variety of talks.
These slides support discussions on why stories work, and when they don't. And, on story mapping, how and why it works.
User Story Mapping in Practice
Creating a backlog of user stories is pretty straight forward but it doesn't help you when it comes to decisions like what to build first, how to prioritize and groom the backlog, how to scope and plan the project, and how to visualize progress. The traditional backlog is simply too flat and often too long to help you see the bigger picture and make good decisions. User Story Mapping helps simplify all of these common project issues. By adding a third dimension to your backlog, your team will make better decisions about priorities, scope, and planning while improving your ability to visualize progress.
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This presentation includes an overview of the various estimation techniques used in Agile projects. I've also put in a slide for explaining the importance of business value for Agile requirements. A simple mechanism on capacity planning before weaving it all together to come up with a reasonably foolproof plan.
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2. It discusses using case studies and prototypes to prove the value of games for learning and provides tips for creating effective learning games, such as playing games to learn design, prototyping, choosing elements to support learning goals, and playtesting.
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- 2. 1. Understand the Agile Estimation Game 2. Understand how to estimate value of work 3. Experience estimating effort of work 4.Ability to use this tool tomorrow! LEARNING OUTCOMES
- 3. PAUL HEIDEMA 10+Years in Web Development 6+Years of Agile experience Certified Scrum Professional Certified Master of OpenAgile Coach,Trainer, Consultant Vegan Enthusiast High-Energy Guy
- 4. ATYOUR COMPANY, DOESYOUR ESTIMATION METHOD WORK? 2 MIN Discuss in pairs or triads
- 6. THE HANDOUT This is your backlog of work to be done The Agile Estimation Game by Paul Heidema Product Backlog for 3 Little Pigs Comic Book Effort Estimate? 1 As a CHILD I can see the cover page so that we sell more comics 2 As a PARENT I can read the H1N1 PSA so that my child is healthy 3 As a CHILD I can see the wolf dying so that I am happy 4 As a PARENT I can read the moral of the story to my child so that my child is wise 5 As a CHILD I can see the 3rd pig building his house of bricks so that I enjoy the story 6 As a CHILD I can see the 3 pigs leaving mama's house so that I enjoy the story 7 As a PARENT I can read about the 3rd pig learning to build at Home Depot so that I want to buy building supplies there 8 As a CHILD I can see the wolf failing to blow down the 3rd house so that I enjoy the story 9 Mayor of Piggytown gives award to 3rd pig
- 7. THE TEAM The people at your table are the team. Agile estimation is done by the team that does the work.
- 8. EFFORT In this exercise, we are only focusing on estimating the effort to do the work.
- 9. GOAL The objective is to practice estimating effort as a team.
- 10. DEFINITION OF “DONE-DONE” This is a list of things that need to be built-in for the comic book.
- 11. INSTRUCTIONS
- 12. Need a volunteer from each team now to be the Product Owner.
- 13. All participants get one set of planning game cards (except Product Owner).
- 14. Choose the smallest effort item and give it 2 points. This is your baseline.
- 15. Start at Product Backlog item #1.
- 16. 1. Product Owner reads an item. Lightly discuss.
- 17. 2. Vote secretly, then share numbers together.
- 18. 3. The individuals with the highest and lowest number make short statements.
- 19. 4. If required, the Product Owner quickly clarifies assumptions.
- 20. 5. Repeat steps 2-4 until you achieve unity. (All vote with the same number.)
- 21. Steps of the Agile Estimation Game Choose the smallest effort item and give it 2 points (baseline). Start at Product Backlog item #1. 1. Product Owner reads the item. Lightly discuss. 2. Vote secretly, then share numbers together. 3.The individuals (only 2) with highest and lowest number make short statements. 4. If needed, Product Owner clarifies. 5. Repeat steps 2-4 until you achieve unity. 25 MIN
- 22. DEBRIEF 10 MIN Whole group discussion
- 23. THANK YOU! Paul Heidema Transformation Coach, ScrumTrainer,Agile Consultant mobile: 905-392-2560 ca.linkedin.com/in/paulheidema