Estimating is hard to get right;
Why is estimating hard to get right?;
Why do we need to estimate;
Agile estimating and planning;
Determine the teams velocity;
Identify features and stories;
Define stories or features;
Planning Poker;
Agile Release Plan;
What if you don’t know the teams velocity?;
Estimating from ideal team structure;
The effect of rework;
Proposals and SOW’s;
This August Scrum Breakfast, we have a new speaker - Mr. Pedro Gonzalez - Scrum Master at TINYpulse.
He will bring us an interesting topic about Agile estimation using story points, giving some tips on why relative estimations are far better than absolutes, why we shouldn't spend too long in details, and other issues he has experienced himself with his team.
My main goal is to share and make you experiment some of the techniques that I use when transforming teams into high-perfoming agile teams, by providing you with four (4) different ways to estimate projects in Agile.
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.
This August Scrum Breakfast, we have a new speaker - Mr. Pedro Gonzalez - Scrum Master at TINYpulse.
He will bring us an interesting topic about Agile estimation using story points, giving some tips on why relative estimations are far better than absolutes, why we shouldn't spend too long in details, and other issues he has experienced himself with his team.
My main goal is to share and make you experiment some of the techniques that I use when transforming teams into high-perfoming agile teams, by providing you with four (4) different ways to estimate projects in Agile.
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.
Agile Patterns: Agile Estimation
We’re agile, so we don’t have to estimate and have no deadlines, right? Wrong! This session will consist of review of the problem with estimation in projects today and then an overview of the concept of agile estimation and the notion of re-estimation. We’ll learn about user stories, story points, team velocity, how to apply them all to estimation and iterative re-estimation. We will take a look at the cone of uncertainty and how to use it to your advantage. We’ll then take a look at the tools we will use for Agile Estimation, including planning poker, Visual Studio Team System, and much more. This is a very interactive session, so bring a lot of questions!
Agile/Scrum best Practices to improve quality.If some testing finds some defects, lot of testing would find lot of defects and improve quality. This presentation talks about few testing best practices that an agile team should follow for quality PI.
Actionable Agile Metrics for Predictability - Daniel VacantiAgile Montréal
Actionable Agile Metrics for Predictability
“When will it be done?” That's the first question customers ask once work is started. Your predictability is judged by the accuracy of your answer. Think about how many times you’ve been asked that question and how many times you’ve been wrong. That you’ve been wrong more times than right is not necessarily your fault. You have been taught to collect and analyze the wrong metrics. Until now.
About Daniel Vacanti
Daniel Vacanti is a 20+ year software industry veteran who has spent most of his career focusing on Lean and Agile practices. In 2007, he helped to develop the Kanban Method for knowledge work and managed the world’s first project implementation of Kanban that year. He has been conducting Lean-Agile training, coaching, and consulting ever since. In 2011 he founded ActionableAgile (previously Corporate Kanban) which provides industry-leading predictive analytics tools and services organizations that utilize Lean-Agile practices. In 2015 he published his book, “Actionable Agile Metrics for Predictability”, which is the definitive guide to flow-based metrics and analytics. Daniel holds an M.B.A. and regularly teaches a class on lean principles for software management at the University of California Berkeley.
This is the graphics from my famous Agile in a Nutshell poster that has been downloaded over 18.000 times since October 2016. It covers both briefly the background to why we work Agile, some history and problems as well as values and principles. It also covers the difference between waterfall development and Agile in two aspects and the most common Agile practice, basic Scrum. Also I added some Lean practices to the mix to add a more advanced level to it.
On the Dandy People blog you can download the free poster in English, French, Spanish and Turkish, as well as this Power Point.
http://blog.dandypeople.com/free-kit-agile-in-a-nutshell-poster/
Introduction to Agile Estimation & PlanningAmaad Qureshi
Presented by Natasha Hill & Amaad Qureshi
In this session, we will be covering the techniques of estimating Epics, Features and User Stories on an Agile project and then of creating iteration and release plans from these artefacts.
Agenda
1. Why traditional estimation approaches fail
2. What makes a good Agile Estimating and Planning approach.
3. Story points vs. Ideal Days
4. Estimating product backlog items with Planning Poker
5. Iteration planning - looking ahead and estimating no more than a few week ahead.
6. Release planning - creating a longer term plan, typically looking ahead, 3-6 months
7. Q&A
Many agile teams are familiar with Definition of Done as a set of agreements that let everyone know when a user story (or a sprint or a release) is really done, and all necessary activities are complete.
Definition of Ready is a set of agreements that lets everyone know when something is ready to begin, e.g., when a user story is ready to be taken into a sprint, or when all necessary conditions are right for a team to start a sprint.
These are the slides from a talk I gave at XP2011 in Madrid, Spain.
Advocates of agile development claim that agile software projects succeed more often than plan-driven projects. Unfortunately, attempts to validate this claim statistically are problematic, because "success" is not defined consistently across studies. This paper addresses the question through a mathematical analysis of these projects. We model agile and plan-driven software projects with identical requirements, and show how they are affected by the same set of unanticipated problems. We find that that the agile project provides clear benefits for return-on-investment and risk reduction, compared to the plan-driven project, when uncertainty is high. When uncertainty is low, plan-driven projects are more cost-effective.
'Metrics That Matter': Gabrielle Benefield @ Colombo Agile Con 2014ColomboCampsCommunity
Evolve Beyond Managing Director Gabrielle Benefield on 'Metrics That Matter: Outcomes Over Outputs', which discusses the pitfalls of traditional metrics and how they are not fit for purpose, then provides an alternative approach that teams are adopting worldwide using the Mobius framework
Agile Patterns: Agile Estimation
We’re agile, so we don’t have to estimate and have no deadlines, right? Wrong! This session will consist of review of the problem with estimation in projects today and then an overview of the concept of agile estimation and the notion of re-estimation. We’ll learn about user stories, story points, team velocity, how to apply them all to estimation and iterative re-estimation. We will take a look at the cone of uncertainty and how to use it to your advantage. We’ll then take a look at the tools we will use for Agile Estimation, including planning poker, Visual Studio Team System, and much more. This is a very interactive session, so bring a lot of questions!
Agile/Scrum best Practices to improve quality.If some testing finds some defects, lot of testing would find lot of defects and improve quality. This presentation talks about few testing best practices that an agile team should follow for quality PI.
Actionable Agile Metrics for Predictability - Daniel VacantiAgile Montréal
Actionable Agile Metrics for Predictability
“When will it be done?” That's the first question customers ask once work is started. Your predictability is judged by the accuracy of your answer. Think about how many times you’ve been asked that question and how many times you’ve been wrong. That you’ve been wrong more times than right is not necessarily your fault. You have been taught to collect and analyze the wrong metrics. Until now.
About Daniel Vacanti
Daniel Vacanti is a 20+ year software industry veteran who has spent most of his career focusing on Lean and Agile practices. In 2007, he helped to develop the Kanban Method for knowledge work and managed the world’s first project implementation of Kanban that year. He has been conducting Lean-Agile training, coaching, and consulting ever since. In 2011 he founded ActionableAgile (previously Corporate Kanban) which provides industry-leading predictive analytics tools and services organizations that utilize Lean-Agile practices. In 2015 he published his book, “Actionable Agile Metrics for Predictability”, which is the definitive guide to flow-based metrics and analytics. Daniel holds an M.B.A. and regularly teaches a class on lean principles for software management at the University of California Berkeley.
This is the graphics from my famous Agile in a Nutshell poster that has been downloaded over 18.000 times since October 2016. It covers both briefly the background to why we work Agile, some history and problems as well as values and principles. It also covers the difference between waterfall development and Agile in two aspects and the most common Agile practice, basic Scrum. Also I added some Lean practices to the mix to add a more advanced level to it.
On the Dandy People blog you can download the free poster in English, French, Spanish and Turkish, as well as this Power Point.
http://blog.dandypeople.com/free-kit-agile-in-a-nutshell-poster/
Introduction to Agile Estimation & PlanningAmaad Qureshi
Presented by Natasha Hill & Amaad Qureshi
In this session, we will be covering the techniques of estimating Epics, Features and User Stories on an Agile project and then of creating iteration and release plans from these artefacts.
Agenda
1. Why traditional estimation approaches fail
2. What makes a good Agile Estimating and Planning approach.
3. Story points vs. Ideal Days
4. Estimating product backlog items with Planning Poker
5. Iteration planning - looking ahead and estimating no more than a few week ahead.
6. Release planning - creating a longer term plan, typically looking ahead, 3-6 months
7. Q&A
Many agile teams are familiar with Definition of Done as a set of agreements that let everyone know when a user story (or a sprint or a release) is really done, and all necessary activities are complete.
Definition of Ready is a set of agreements that lets everyone know when something is ready to begin, e.g., when a user story is ready to be taken into a sprint, or when all necessary conditions are right for a team to start a sprint.
These are the slides from a talk I gave at XP2011 in Madrid, Spain.
Advocates of agile development claim that agile software projects succeed more often than plan-driven projects. Unfortunately, attempts to validate this claim statistically are problematic, because "success" is not defined consistently across studies. This paper addresses the question through a mathematical analysis of these projects. We model agile and plan-driven software projects with identical requirements, and show how they are affected by the same set of unanticipated problems. We find that that the agile project provides clear benefits for return-on-investment and risk reduction, compared to the plan-driven project, when uncertainty is high. When uncertainty is low, plan-driven projects are more cost-effective.
'Metrics That Matter': Gabrielle Benefield @ Colombo Agile Con 2014ColomboCampsCommunity
Evolve Beyond Managing Director Gabrielle Benefield on 'Metrics That Matter: Outcomes Over Outputs', which discusses the pitfalls of traditional metrics and how they are not fit for purpose, then provides an alternative approach that teams are adopting worldwide using the Mobius framework
APM webinar held on 27 April 2021.
Presenters:
Naomi Brooks, Sebastian Williams, Martin Paver
Revolutions, it’s been remarked, never go backward. Nor do they advance at a constant rate. Just consider the radical transformation unleashed by data analytics.
By now, it’s clear the data revolution is changing businesses and industries in profound and unalterable ways.
We have a real opportunity, as project professionals, to harness the benefits of data to support the progress of our projects.
We can only do this if we fully understand and embrace the fundamental requirements of data. This session will look to explore the why of data, providing an initial insight into why you should embrace it’s role in current and future projects.
Links:
https://youtu.be/AxXengxxNcQ
https://www.apm.org.uk/news/why-data-matters-webinar/
As Project Managers, we all understand the value and benefits of a Project & Portfolio Management solution, but these are often identified as soft-costs and not tangible benefits to the business. Forrester’s Total Economic Impact (TEI) report on Project Online provides a vehicle by which you can sell PPM to your boardroom, breaking down reporting efficiencies, improved resource utilization, and simplified IT costs into hard benefits that will resonate with your executives.
Beyond Budget and Scope: Managing Client Expectations and Delivering ValueVanessa Turke
Many projects begin with by ambiguous needs, unclear priorities, mind-changing customers, and of course, a tight deadline. There are tools to monitor budget and schedule, but failure to manage client expectations often results in frustrating miscommunications and serious consequences for projects and business relationships.
Everyone has been given a 2 paragraph document listing the "scope of services" for a potential project. The client would like an estimate in 48 hours and there are no more details to help you deliver that required fixed bid contract. At the same time, many teams have also been given (or created) a detailed PRD or backlog document and still had a project budget balloon out of control. In this session I would like to discuss the not only the problems associated with estimation and how to avoid them, but more importantly how we can plan for them, turning our estimation process into not only an art, but a science. Well cover how to sell your estimate internally, and arm you with the methodologies to support your numbers. The problem with software estimation The morale The metrics The reality - an estimation metaphor Avoiding Risk Project entry point of sale At what point of the project lifecycle is your first sale? Risk association with point of sale Products in the front, estimations in the back The Elusive Discovery phase How to estimate a discovery How to sell a discovery How to include discovery in a full fixed bid RFP Planning for Risk Estimation types Gut - An art form Comparables - An art/science Factors/formula - A science Contingency Rating systems Formulas Granularity
Presenting this set of slides with name - Project Management Kickoff Meeting Template Powerpoint Presentation Slides. This presentation comprises a total of 23 slides. Our team of PPT designers used the best of professional PowerPoint templates, images, icons and layouts. Also included are impressive, editable data visualization tools like charts, graphs and tables. When you download this presentation by clicking the Download button, you get the presentation in both standard and widescreen format. All slides are fully customizable. Change the colors, font, size, add and remove things as per your need and present before your audience.
A presentation of Agile for a group of Project Managers. Key point of discussion were why Agile, the Scrum framework, values and the transition/role of the traditional Project Manager in an Agile setup.
Overview of Software Development Life Cycle Models. Why traditional parametric estimating tools do not help estimate a software project developed using the Agile model. Explain and demonstrate the “nearest neighbor” analogy technique to estimate Agile software projects. Data and actions needed to implement the nearest neighbor technique
Ariel Partners has developed a comprehensive program for governance and oversight of large-scale agile projects in the US federal government. This program is structured as a set of eleven major focus areas. Within each focus area, there are specific oversight objectives, activities, and metrics. The output is captured in an excel spreadsheet that calculates a set of quantitative measures, which are then aggregated to automatically produce a composite score, using a similar scoring strategy to FITARA. The program is comprehensive, but it is based on a set of simple principles. We have prepared a presentation that summarizes the program’s key points.
Epistemic Interaction - tuning interfaces to provide information for AI supportAlan Dix
Paper presented at SYNERGY workshop at AVI 2024, Genoa, Italy. 3rd June 2024
https://alandix.com/academic/papers/synergy2024-epistemic/
As machine learning integrates deeper into human-computer interactions, the concept of epistemic interaction emerges, aiming to refine these interactions to enhance system adaptability. This approach encourages minor, intentional adjustments in user behaviour to enrich the data available for system learning. This paper introduces epistemic interaction within the context of human-system communication, illustrating how deliberate interaction design can improve system understanding and adaptation. Through concrete examples, we demonstrate the potential of epistemic interaction to significantly advance human-computer interaction by leveraging intuitive human communication strategies to inform system design and functionality, offering a novel pathway for enriching user-system engagements.
SAP Sapphire 2024 - ASUG301 building better apps with SAP Fiori.pdfPeter Spielvogel
Building better applications for business users with SAP Fiori.
• What is SAP Fiori and why it matters to you
• How a better user experience drives measurable business benefits
• How to get started with SAP Fiori today
• How SAP Fiori elements accelerates application development
• How SAP Build Code includes SAP Fiori tools and other generative artificial intelligence capabilities
• How SAP Fiori paves the way for using AI in SAP apps
A tale of scale & speed: How the US Navy is enabling software delivery from l...sonjaschweigert1
Rapid and secure feature delivery is a goal across every application team and every branch of the DoD. The Navy’s DevSecOps platform, Party Barge, has achieved:
- Reduction in onboarding time from 5 weeks to 1 day
- Improved developer experience and productivity through actionable findings and reduction of false positives
- Maintenance of superior security standards and inherent policy enforcement with Authorization to Operate (ATO)
Development teams can ship efficiently and ensure applications are cyber ready for Navy Authorizing Officials (AOs). In this webinar, Sigma Defense and Anchore will give attendees a look behind the scenes and demo secure pipeline automation and security artifacts that speed up application ATO and time to production.
We will cover:
- How to remove silos in DevSecOps
- How to build efficient development pipeline roles and component templates
- How to deliver security artifacts that matter for ATO’s (SBOMs, vulnerability reports, and policy evidence)
- How to streamline operations with automated policy checks on container images
Climate Impact of Software Testing at Nordic Testing DaysKari Kakkonen
My slides at Nordic Testing Days 6.6.2024
Climate impact / sustainability of software testing discussed on the talk. ICT and testing must carry their part of global responsibility to help with the climat warming. We can minimize the carbon footprint but we can also have a carbon handprint, a positive impact on the climate. Quality characteristics can be added with sustainability, and then measured continuously. Test environments can be used less, and in smaller scale and on demand. Test techniques can be used in optimizing or minimizing number of tests. Test automation can be used to speed up testing.
Alt. GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using ...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
Unlocking Productivity: Leveraging the Potential of Copilot in Microsoft 365, a presentation by Christoforos Vlachos, Senior Solutions Manager – Modern Workplace, Uni Systems
Transcript: Selling digital books in 2024: Insights from industry leaders - T...BookNet Canada
The publishing industry has been selling digital audiobooks and ebooks for over a decade and has found its groove. What’s changed? What has stayed the same? Where do we go from here? Join a group of leading sales peers from across the industry for a conversation about the lessons learned since the popularization of digital books, best practices, digital book supply chain management, and more.
Link to video recording: https://bnctechforum.ca/sessions/selling-digital-books-in-2024-insights-from-industry-leaders/
Presented by BookNet Canada on May 28, 2024, with support from the Department of Canadian Heritage.
Elevating Tactical DDD Patterns Through Object CalisthenicsDorra BARTAGUIZ
After immersing yourself in the blue book and its red counterpart, attending DDD-focused conferences, and applying tactical patterns, you're left with a crucial question: How do I ensure my design is effective? Tactical patterns within Domain-Driven Design (DDD) serve as guiding principles for creating clear and manageable domain models. However, achieving success with these patterns requires additional guidance. Interestingly, we've observed that a set of constraints initially designed for training purposes remarkably aligns with effective pattern implementation, offering a more ‘mechanical’ approach. Let's explore together how Object Calisthenics can elevate the design of your tactical DDD patterns, offering concrete help for those venturing into DDD for the first time!
The Art of the Pitch: WordPress Relationships and SalesLaura Byrne
Clients don’t know what they don’t know. What web solutions are right for them? How does WordPress come into the picture? How do you make sure you understand scope and timeline? What do you do if sometime changes?
All these questions and more will be explored as we talk about matching clients’ needs with what your agency offers without pulling teeth or pulling your hair out. Practical tips, and strategies for successful relationship building that leads to closing the deal.
Removing Uninteresting Bytes in Software FuzzingAftab Hussain
Imagine a world where software fuzzing, the process of mutating bytes in test seeds to uncover hidden and erroneous program behaviors, becomes faster and more effective. A lot depends on the initial seeds, which can significantly dictate the trajectory of a fuzzing campaign, particularly in terms of how long it takes to uncover interesting behaviour in your code. We introduce DIAR, a technique designed to speedup fuzzing campaigns by pinpointing and eliminating those uninteresting bytes in the seeds. Picture this: instead of wasting valuable resources on meaningless mutations in large, bloated seeds, DIAR removes the unnecessary bytes, streamlining the entire process.
In this work, we equipped AFL, a popular fuzzer, with DIAR and examined two critical Linux libraries -- Libxml's xmllint, a tool for parsing xml documents, and Binutil's readelf, an essential debugging and security analysis command-line tool used to display detailed information about ELF (Executable and Linkable Format). Our preliminary results show that AFL+DIAR does not only discover new paths more quickly but also achieves higher coverage overall. This work thus showcases how starting with lean and optimized seeds can lead to faster, more comprehensive fuzzing campaigns -- and DIAR helps you find such seeds.
- These are slides of the talk given at IEEE International Conference on Software Testing Verification and Validation Workshop, ICSTW 2022.
Essentials of Automations: The Art of Triggers and Actions in FMESafe Software
In this second installment of our Essentials of Automations webinar series, we’ll explore the landscape of triggers and actions, guiding you through the nuances of authoring and adapting workspaces for seamless automations. Gain an understanding of the full spectrum of triggers and actions available in FME, empowering you to enhance your workspaces for efficient automation.
We’ll kick things off by showcasing the most commonly used event-based triggers, introducing you to various automation workflows like manual triggers, schedules, directory watchers, and more. Plus, see how these elements play out in real scenarios.
Whether you’re tweaking your current setup or building from the ground up, this session will arm you with the tools and insights needed to transform your FME usage into a powerhouse of productivity. Join us to discover effective strategies that simplify complex processes, enhancing your productivity and transforming your data management practices with FME. Let’s turn complexity into clarity and make your workspaces work wonders!
Smart TV Buyer Insights Survey 2024 by 91mobiles.pdf91mobiles
91mobiles recently conducted a Smart TV Buyer Insights Survey in which we asked over 3,000 respondents about the TV they own, aspects they look at on a new TV, and their TV buying preferences.
2. Estimating is hard to get right
Suez Canal 3X more than estimated
Sydney Opera House 15X more than
estimated
“On average Victorian Government ICT
projects will have more than doubled in
cost by the time they are finished” Victorian
Ombudsman Report into ICT Projects
Myki $1.5B vs $1B estimated
3. Why is estimating hard to get right?
Overly optimistic predictions of scope and budget
to get a project approved and funded
Faulty forecasting techniques
Inadequate information
Scope creep
Everything looks easy at a high level
6. Why do we need to estimate
Stakeholders need estimates of how long things will
take and cost:
To decide if they are worth doing,
To compare alternative investments and
solutions;
To allocate resources and
To plan product launches.
7. Agile estimating and planning
Review Progress &
Identify Velocity
Develop an
iteration and
release plan
Estimate each
feature or story vs
known stories
Analyze stakeholder
requirements
Identify and rank
features or stories
8. Determine the teams velocity
Team Velocity
120
100
80
60
40
20
0
1
2
3
4
5
6
Estimated velocity
7
8
9
10
11
Actual velocity
12
13
14
15
16
17
Power (Actual velocity)
18
19
9. Identify features and stories
Feature
High level
story
Low level
story
Create
and send
basic email
Search by
keyword
Open &
read basic
email
Create sub
folders
Open RTF
email
Move
emails
Send RTF
email
Send
HTML
email
Delete
email
Create
HTML
email
Import &
process
contacts
10. Define stories or features
Acceptance Criteria
Given that I am {this actor}
And {the situation is X}
When I {do this step}
Then {Y happens}
Business Rule:
When A and B then C
Interface Design:
UI Wireframe for X
14. What if you don’t know the teams velocity?
Traditional
estimation
Start
Project Timeline
When velocity is unknown use a combination of traditional and agile estimating
approaches
Determine features and estimate stories in points as before
Team provides an optimistic and pessimistic estimate of the features and stories they can
commit to in an iteration. Use the pessimistic estimate as the velocity
As a check do a bottom up estimate of days effort taking into account that developer
effort is only half the team effort and rework and defect fixing is often as much as the
original effort again
15. Estimating from ideal team structure
Online
Application
Back end
Application
BA
12%
BA
14%
PM
10%
DEV
50%
UX
11%
QA
17%
PM
11%
0%
QA
19%
DEV
56%
16. The effect of rework
Outstanding team
90% test case pass rate
Average team
70% test case pass rate
Rework
10%
Initial
work
90%
Poor quality team
40% test case pass rate
Rework
25%
Initial
work
75%
Rework = Defect fixes = Failed tests
Initial
work
50%
Rework
50%
17. Proposals and SOW’s
Software development projects are always new
We uncover the real requirements and solutions by doing
Big up front designs lead to over specification of the wrong things
Fixed price & scope waterfall projects become variable price, scope
and time on the first change request
Agile can guarantee delivery on time and on budget of the features
that are most important to the customer
Move to Agile fixed price, fixed team projects with a target variable
scope
19. Future topics
Initiating an Agile project
Agile Kanban vs Agile Scrum
Scaling Agile for Large Teams
Reduce wasted time and effort in software
development
Project retrospectives
The business case for Agile
KiandraKiandra is a high quality software development and services company.Our Mission: To build great software. To deliver great IT. To provide an exceptional experience. To do this we aim to recruit and retain the best and most knowledgeable IT professionals the industry has to offer.Questions for the audienceHave you estimated a software project?Are your up front estimates usually accurate?Are you measuring your teams velocity?Do you use planning poker?
The Suez Canal cost 20 times more than the earliest estimates; and three times more than the estimate produced the year before constructionThe Sydney Opera House cost 15 times more than was originally projectedThe Myki ticketing system cost 1.5 times more than costedOn average Victorian Government ICT projects will have more than doubled in cost by the time they are finished.Research shows that one in 6 ICT projects have cost overruns of 200% and schedule overruns of 70%http://www.ombudsman.vic.gov.au/resources/documents/Investigation_into_ICT_enabled_projects_Nov_2011.pdf http://hbr.org/2011/09/why-your-it-project-may-be-riskier-than-you-think/Dr R. Young, Case Studies- How Boards and Senior Management Have Governed ICT Projects to Succeed (or Fail), Standards Australia, Sydney, 2006.
Lets assume you enjoy cycling and often ride your bikes for 1 to hours around Melbourne for an hour or two on the weekend covering 20 to 40 km a time. You have 5 days off over Easter so you decide to cycle to Sydney. It’s 800km away but if you cycle 20 km an hour for ten hours a day it will take 4 days.At the high level everything looks easy
The cycling analogyAt the low level there a lot of hills, twists and turns, unexpected problems and delaysEnd up averaging 100 km a day instead of 200 km a day so it takes 8 days instead of 5Why software development is like the cycling analogySoftware development is about automating manual processesWhen we know something really well we automate it by developing products, frameworks, tools and putting it in productionWhich means that every software development project is new – either we are using new tools or building something new with themWhich means that there are always a lot of unknown requirements and solutions that we cannot know until we have done the projectAttempting to remove all the unknowns through big up front analysis and design is impossible and results in over specifying and over building solutions
If estimating is hard to get right why do we need to estimate at all?
Review Progress & Identify VelocityEvery iteration and release reviewVelocity = number of story or feature points the team delivered last iteration or releaseCost per point = total cost of the team per iteration or release / total team costRemaining stories in the product backlogAnalyze stakeholder requirements at the high levelWork one iteration ahead of the teamIdentify and prioritize high level featuresFor the highest priority features develop Persona’s, process maps, information architecture,wireframes & acceptance testsIdentify and rank features or storiesDefine the stories with the product owners Identify the new stories or features the product owners want to doTeam estimates each feature or story vs known storiesForm a baseline by identifying completed small, medium and large stories or featuresUse planning poker to estimate new stories to completed storiesDevelop an iteration and release planEstimate your velocity for the next iteration and releaseChoose the highest priority stories that fit within this velocity window
Determine the teams actual velocityTeam velocity = number of story points that were “done” in an iteration.A story is an end to end feature of the system that provides value to a user. Stories are agile requirements. The team breaks features and large stories down into stories that the team can complete within one iteration or less than 2 weeks. Done = the product owner accepts that the story meets the agreed acceptance criteria and is ready to deploy to production.If a story has defects or requires rework it is not done and it stays in the backlog for the next iterationIncreases and changes in scope generate new storiesThe team measuresit’s actual velocity and uses it to predict it’s future velocity.Most teams over estimate their velocity at the start of the project but over time the teams actual and planned velocity converges.Velocity improves over time but gradually flattens off.The concept of velocity is similar to the concept of earned value in project management.This graph shows planned vs actual velocity from a real software development team
Identify features and storiesIdentify the work that you need to estimateWork at different levels of abstraction – features, high level stories and detailed storiesMap out the users business processes to identify the features and stories required and ensure that they support the users needs
Epics (features) and Stories (agile requirements) are defined incrementally and independently (where possible) using given/when/then acceptance criteria, business rules and interface designsA feature or epic normally contains many stories
The team or a representative of each function in the team meets with the product owners to estimate the storiesThe team picks some completed small, medium and large stories to use as a baseline.For each story the team asks questions, clarify assumptions, vote, explain differences, ask more questions then revote until everyone agrees.Only people actually doing the work get to vote.The team can estimate at different levels of abstraction – features or storiesAll estimates should be about overall team effort not just individual role effort
The estimating meeting proceeds as follows:A Moderator, who will not play, chairs the meeting.The Product Manager provides a short overview. The team is given an opportunity to ask questions and discuss to clarify assumptions and risks. A summary of the discussion is recorded by the Business Analyst.Each individual lays a card face down representing their estimate. Units used vary - they can be days duration, ideal days or story points. During discussion, numbers must not be mentioned at all in relation to feature size to avoid anchoring.Everyone calls their cards simultaneously by turning them over.People with high estimates and low estimates are given a soap box to offer their justification for their estimate and then discussion continues.Repeat the estimation process until a consensus is reached. The developer who was likely to own the deliverable has a large portion of the "consensus vote", although the Moderator can negotiate the consensus.The cards are numbered as they are to account for the fact that the longer an estimate is, the more uncertainty it contains. Thus, if a developer wants to play a 6 he is forced to reconsider and either work through that some of the perceived uncertainty does not exist and play a 5, or accept a conservative estimate accounting for the uncertainty and play an 8.A study by K. Molokken-Ostvold and N.C. Haugen found that estimates obtained through the Planning poker process were less optimistic and more accurate than estimates obtained through mechanical combination of individual estimates for the same tasks.
After the estimates have been done the team works with the product owners to organize the work into releases according to team velocity, business priority and dependencies. The product owner can move stories from one release or iteration to another as long as they have been started yet.You can have stories for infrastructure elements.Functional and performance testing is done progressively by the team and stakeholders throughout the release so there is no need for a test fix phase at the end of the release.The product owner can move stories the customer wants an estimate for 6 months out then estimate on featuresDifferent people and teams work at different rates so if the team structure changes the estimate is no longer validFor costing purposes you can divide the team cost and effort for one iteration by the velocity to get the cost and effort per story point
When velocity is unknown the team tends to produce overly optimistic projections. Then the inevitable complications and delays of set up tasks mean less is delivered than projected.The best approach is to use a combination of more traditional estimation measures to begin with and incorporate velocity feedback progressively as it becomes available.
If you don’t know the teams velocity then you may need to estimate the work from average days of effort.Break the work down as before into stories and ask the team to estimate the days of work they have to do.Keep in mind that development effort is half the teams work as shown in the pie chart.TypicallyOne QA can support 3 Dev’s, One UX can support4-5 Dev’s, One BA can support 4 Dev’s and 1 UX, One PM or team leader can support a team of 10. For example: if the developers say that a story will take them 4 average days then it will take the BA 1 day, UX 1 day, QA 1.5 days and the PM/TL 0.5 days. So it will take the whole team 8 days work .Why do we need a PM, BA, UX and QA? It’s because every story has to have requirements defined, UI designed, tests defined and executed and bugs identified plus the team needs a lead to organise things for them with the client and other areas and remove blockers.
If you’re estimating hours because you don’t know the teams velocity then after you’ve done the estimate for up front work you need to add an estimate for rework.Changes that are required after the requirements have been agreed is rework. Bugs are a consequence of the nature of human factors in the programming task. They arise from oversights or mutual misunderstandings made by a software team during specification, design, coding, data entry and documentation. More complex bugs can arise from unintended interactions between different parts of a computer program.Most defects and changes are found during testing and raised as bugs. Significant changes in requirements are new stories or change requests.Rework happens when we learn what the real requirements, design, code and tests should be. For example a tester or user finds that a part of a story that a developer has completed does not meet the requirements as defined in the story and test cases or it does meet them at the high level but it causes unwanted and unexpected beahviour.Defect resolution requires work by the whole team the BA, tester, UI designer and developer.Developers rarely estimate for rework when estimating a story.Rework increases when: communication between the stakeholders and the team is difficult. I.e. When the team is in another office, organization, country or time zone and has a different language, culture and KPI’s.the team is inexperienced in software development i.e. if most of the team has <= 3 years experience in developmentthe person who fixes the defect is different to the person who wrote the codeThe team has processes that slow down learning and communication i.e. waterfallThe team does not write automated acceptance tests before developing The client is learning what they need as they goExample: If you have an average team that says a story will take 8 days effort (4 days dev, 1 BA, 1 UZ, 1.5 QA, 0.5 PM) then you need to add another 3 days effort for rework by the team. It’s worthwhile to invest in reducing rework.
Software development is about automating manual processesWhen we know something really well we automate it by developing products, frameworks, tools and putting it in productionWhich means that every software development project is new – either we are using new tools or building something new with themWhich means that there are always a lot of unknown requirements and solutions that we cannot know until we have done the projectAttempting to remove all the unknowns through big up front analysis and design is impossible and results in over specifying and over building solutionsThe customer and the team work together iteratively to identify and develop the most important features to the business
Waterfall projects are often big, bloated, slow and never endingAgile projects are lean, fast and adaptable
Agile Tools and Graphs – 60%Project retrospectives – 60%The business case for Agile – 60%Initiating an Agile project – 50%Agile Deployment and Dev Op’s – 50%Scaling Agile for Large Teams – 50%Reduce wasted time and effort in software development – 40%Agile Kanban vs Agile Scrum – 10%Agile Embedded Systems – 5%
Should discuss that planning and estimation is iterativeTalk about using burn down charts for planning once in progressCan we get a copy of the slidesGood but targeted at beginnersYour estimates of rework in different teams was good.Really enjoyed it. Will go back to the office and relook at estimates.The estimation cycling analogy was good.Good organization. Slides will be good.Its good that you know both agile and other PM approaches well and can compare them.Great talk. Excellent perspective with strong experience.Inclusion of metrics from own experience was excellent.Was great when discussion started.Good that you mentioned that Agile does not equal Scrum. Might be good to do that earlier.Thanks. It’s a great session. Keep it up.Good. Commercial perspective,. Agile reality.There was a lot to discuss. May need more time.The effect of rework was good.Well presented and questions answered well.Good sessions. Thanks a lot.Informative and valuable thanks.Great to hear other people have the same problems as we do.Good to get people in the room talking through real life examples and questions.Should estimate activities related to deployment as well as development.The team pie charts seemed a little prescriptive. Reality is very context dependent. E.g. multi skilled teams.Very well explained and realistic.