1 Agile Estimation V. Lee Henson CST

2 Founded in Salt Lake City, UT Personally Trained, Coached, and or Mentored at 41 of the Fortune 100 Companies Deep understanding of Agile & Traditional Project Management, (PMP), RUP, Lean, Kanban, Scrum, (CST), XP, & PMI-ACP Proven Applied Agile Principles in Software, Hardware, Financial, Insurance, Construction, Medical, Marketing, Legal, Entertainment, Research, Military, Government, Retail, Education, Law Enforcement, and many more... Website:

Copyright 2013 AgileDad LLC Licensed for Classroom Use Only. V. Lee Henson CST 3 Certified Scrum Trainer Project Management Professional PMI- Agile Certified Practitioner Certified Lean Agile Professional Motivational Speaker & Executive Coach Author of The Definitive Agile Checklist Inventor of Rapid Release Planning Information Technology / Psychology

Copyright 2013 AgileDad LLC Licensed for Classroom Use Only. 4 Objectives: ✤ What am I going to get? ✤ When am I going to get it? ✤ How much is it going to cost?

Copyright 2013 AgileDad LLC Licensed for Classroom Use Only. 5 Agile vs. Plan Driven

Copyright 2013 AgileDad LLC Licensed for Classroom Use Only. 6 Executive Project Dashboard Will Be DoneAt RiskWill Not Be Done Backlog Item #1Backlog Item #11Backlog Item #21 Backlog Item #2Backlog Item #12Backlog Item #22 Backlog Item #3Backlog Item #13Backlog Item #23 Backlog Item #4Backlog Item #14Backlog Item #24 Backlog Item #5Backlog Item #15Backlog Item #25 Backlog Item #6Backlog Item #16Backlog Item #26 Backlog Item #7Backlog Item #17Backlog Item #27 Backlog Item #8Backlog Item #18Backlog Item #28 Backlog Item #9Backlog Item #19Backlog Item #29 Backlog Item #10Backlog Item #20Backlog Item #30 60 % WBD 40 % AT risk Will Not Be Done

Copyright 2013 AgileDad LLC Licensed for Classroom Use Only. 7 Scrum vs. Waterfall

Copyright 2013 AgileDad LLC Licensed for Classroom Use Only. 8 The 3 C ’ s of a Good User Story: ✤ 1) The Card - The topic of the backlog item, the high level description of the desired system behavior. ✤ 2) The Conversation - Detailed requirements are only discovered after the backlog item has been pulled into a sprint. This is a dialog between the product owner and the development team. ✤ 3) The Confirmation - Criteria that insures the backlog item was completed to the specifications of the product owner. The customer will evaluate the competed backlog item against the acceptance criteria, and if all tests pass, approve the backlog item by the end of the sprint.

Copyright 2013 AgileDad LLC Licensed for Classroom Use Only. 9 The Index Card - Overview: Title - The title should be 10 words or less. Description- As a ________ I would like to ______________________________ so that ______________________________. Business Priority H-M-L T-Shirt Size XS - S- M - L - XL MoSCoW M-S-C-W

Copyright 2013 AgileDad LLC Licensed for Classroom Use Only. 10 Writing a Good User Story Description Template: ✤ As a _________________________ I would like to __________________ so that ________________________________. ✤ Example: As a (role or persona), I would like to (execute an activity), so that I can (see or achieve a value or benefit).

Copyright 2013 AgileDad LLC Licensed for Classroom Use Only. 11 Product Backlog Design: ✤ All possible system features are captured in a stack rank ordered list called the product backlog. ✤ New features can be added to the backlog at any time. ✤ Features in the backlog have a gross estimate of effort and or value. Each Sprint implements The highest priority features High Low Features Each new feature is Prioritized & added to the stack Features may be reprioritized At any time Features may be removed At any time

Copyright 2013 AgileDad LLC Licensed for Classroom Use Only. 12 Breaking Down The Work:

Copyright 2013 AgileDad LLC Licensed for Classroom Use Only. 13 What About Business Priority? ✤ We all know the business has a 3 point ranking scale for priority of backlog items: High, Really High, or Really Really High. ✤ The business needs to use tools to help them understand that not everything can be of the highest priority. ✤ With the understanding that we would not be doing the work if it were not important, which items have the greatest urgency? Can we arrange them into High, Medium, and Low categories? Two websites to assist with priority:

Copyright 2013 AgileDad LLC Licensed for Classroom Use Only. 14 Time vs. Relative Complexity: ✤ Let ’ s paint the room! ✤ How many hours will it take? ✤ Why all of the different answers? ✤ Have any of you painted before? ✤ Compared to something else you have painted, would it be easier to determine how difficult it would be to paint the room? ✤ Is it easier to reach consensus?

Copyright 2013 AgileDad LLC Licensed for Classroom Use Only. 15 Planning Poker - Does It Work?

Copyright 2013 AgileDad LLC Licensed for Classroom Use Only. 16 Let ’ s Use a T-Shirt Size... ✤ Smaller Than XS = a Task. ✤ Extra Small = 1 ✤ Small = 2 ✤ Medium = 3 ✤ Large = 5 ✤ Extra Large = 8 ✤ Larger than XL = an Epic

Copyright 2013 AgileDad LLC Licensed for Classroom Use Only. 17 Understanding MoSCoW: ✤ MoSCoW = more than a Russian Capital ✤ Must Have ✤ Should Have ✤ Could Have ✤ Would Like ✤ Every iteration should have a mix of the above types of items. ✤ Stake holders LOVE the Would Likes. ✤ The Product Owner drives the product backlog and creates the rank order based heavily on the MoSCoW ratings.

Copyright 2013 AgileDad LLC Licensed for Classroom Use Only. 18 Understanding Velocity: The rate at which a team can produce working software Measured in non-time-referent terms (e.g., Story Points) per Sprint More accurately stated, it is measured in terms of the stabilized number of Story Points a team can deliver per sprint of a given length, and with a given definition of Done. Used for estimation and planning Can be artificially increased by cutting corners on quality Must have stabilized to be reliable Should not be used as a measure of comparison across teams Lean concept of Limiting Work to Capacity

Copyright 2013 AgileDad LLC Licensed for Classroom Use Only. 19 Velocity - An Example: Example: Team A is working in 2-week sprints on work that it has estimated together. Team A has been working together for several sprints, and consistently delivers between 18 and 23 points of working software every sprint. We could reasonably expect Team A to deliver roughly 20 points per 2-week sprint, and so we consider that to be the team ’ s velocity for planning purposes. If there are eight 2-week sprints in a release, we can extrapolate that Team A has the capability to deliver 160 points in a release.

Copyright 2013 AgileDad LLC Licensed for Classroom Use Only. Connecting The Dots: Size (complexity) is estimated A story is estimated to be 3 story points in relative complexity Velocity is measured “ Team A can deliver 20 story points in a 3-week sprint ” Duration is derived - “ Based on Team A ’ s measured velocity of 20 story points per sprint, it will take Team A 3 sprints to deliver 60 story points. ”

Copyright 2013 AgileDad LLC Licensed for Classroom Use Only. In Other Words... Backlog Item estimates answer the question “ how big? ”, rather than “ how long? ” Size estimates and observed Velocity, used together, are answer the question “ how long? ”

Copyright 2013 AgileDad LLC Licensed for Classroom Use Only. 22 The Five Levels of Agile Planning Agile teams plan their projects at 5 levels: Product Vision T-365 Product Roadmap T-365 to T-90 Release Planning T-60 to T-45 Iteration Planning T-0 Daily Planning T+1 to T+14

Copyright 2013 AgileDad LLC Licensed for Classroom Use Only Questions?

Copyright 2013 AgileDad LLC Licensed for Classroom Use Only. 24 Thank You! - LinkedIn

Copyright 2013 AgileDad LLC Licensed for Classroom Use Only Hemant Elhence Questions?

Copyright 2013 AgileDad LLC Licensed for Classroom Use Only. 1. Software product development partner for small/mid-sized technology companies Exclusive focus on small/mid-sized technology companies, typically venture-backed companies in growth phase By definition, all Synerzip work is the IP of its respective clients Deep experience in full SDLC – design, dev, QA/testing, deployment 2. Dedicated team of high caliber software professionals for each client Seamlessly extends client’s local team, offering full transparency Stable teams with very low turn-over NOT just “staff augmentation”, but provide full mgmt support 3. Actually reduces risk of development/delivery Experienced team - uses appropriate level of engineering discipline Practices Agile development – responsive, yet disciplined 4. Reduces cost – dual-shore team, 50% cost advantage 5. Offers long term flexibility – allows (facilitates) taking offshore team captive – aka “BOT” option Synerzip in a Nut-shell

Copyright 2013 AgileDad LLC Licensed for Classroom Use Only. Our Clients

Copyright 2013 AgileDad LLC Licensed for Classroom Use Only. 28 Call Us for a Free Consultation! Hemant Elhence Thanks!