Materials Licensed from BigVisible Solutions Training Solutions Agile Planning v

Agile Estimation and Planning 2 ____ __ ____ _____ ____ ______ _____ _____ ____ _____ _____ _____ ____ _____ Click to edit Master text styles Second level Third level Fourth level Fifth level Materials Licensed from BigVisible Solutions Dilbert on Project Planning

Agile Estimation and Planning 3 ____ __ ____ _____ ____ ______ _____ _____ ____ _____ _____ _____ ____ _____ Click to edit Master text styles Second level Third level Fourth level Fifth level Materials Licensed from BigVisible Solutions Agenda ► Planning  Planning Wisdom  Traditional Planning  Agile Planning  3 levels of Agile Planning ► Agile Release Planning  Backlog Prioritization  Story Sizing  Creating the Release Plan  Maintaining the Release Plan ► Agile Iteration Planning  Commitment-base Iteration Planning  Velocity-based Iteration Planning

Agile Estimation and Planning 4 ____ __ ____ _____ ____ ______ _____ _____ ____ _____ _____ _____ ____ _____ Click to edit Master text styles Second level Third level Fourth level Fifth level Materials Licensed from BigVisible Solutions “ A good plan executed now is better than a perfect plan executed next week.” -General George S. Patton “Planning is everything. Plans are nothing.” -Helmuth Graf von Moltke (Prussian Field Marshal and strategic military thinker) “ If you tell people where to go, but not how to get there, you’ll be amazed at the results.” -General George S. Patton Planning Wisdom

Agile Estimation and Planning 5 ____ __ ____ _____ ____ ______ _____ _____ ____ _____ _____ _____ ____ _____ Click to edit Master text styles Second level Third level Fourth level Fifth level Materials Licensed from BigVisible Solutions ► Planning by activity rather than by feature  Lateness passed down schedule ► Multitasking  Negative effects on productivity are typically not accounted for ► Features not developed by priority  Important features often left until later and dropped if schedule not met ► Uncertainty is ignored  Development is highly dynamic endeavor ► Estimates become commitments and are used against developers  These usually start as “guesstimates” but later perceived as promises Why do some traditional plans fail?

Agile Estimation and Planning 6 ____ __ ____ _____ ____ ______ _____ _____ ____ _____ _____ _____ ____ _____ Click to edit Master text styles Second level Third level Fourth level Fifth level Materials Licensed from BigVisible Solutions ► Parkinson’s Law  Work will fill the amount of time allotted to complete it ► Student Syndrome  Work will not begin until the latest possible opportunity Why do traditional plans fail? TaskSafety To have ANY chance of doing better than plan, developers must focus on completing task immediately. Traditional plans identify activities and completion dates. TaskSafety In reality, however, we procrastinate and don’t start the task until we feel there is just enough time left to get it done

Agile Estimation and Planning 7 ____ __ ____ _____ ____ ______ _____ _____ ____ _____ _____ _____ ____ _____ Click to edit Master text styles Second level Third level Fourth level Fifth level Materials Licensed from BigVisible Solutions Planning to do our worst ► “…if all goes perfectly…”  Activity based planning using Gantt charts allows us to only meet deadlines if all goes perfectly ► Adapts poorly to the reality  Poor ability to adapt to changing situations  Poor ability for targeted learnings ► Any slip in any task affects all subsequent tasks  Assumes that a slippage is localized and atypical ► Activities will start as late as possible (Student Syndrome)  Reduces ability to respond to change Using traditional planning methods, we are “planning to do our worst”

Agile Estimation and Planning 8 ____ __ ____ _____ ____ ______ _____ _____ ____ _____ _____ _____ ____ _____ Click to edit Master text styles Second level Third level Fourth level Fifth level Materials Licensed from BigVisible Solutions What is a good plan? ► A good plan is one that supports reliable decision-making ► One that increases in accuracy and precision over time  We’ll be done in the fourth quarter  We’ll be done in November  We’ll be done November 7 th “It is better to be roughly right than precisely wrong.” -John Maynard Keynes “It is better to be roughly right than precisely wrong.” -John Maynard Keynes

Agile Estimation and Planning 9 ____ __ ____ _____ ____ ______ _____ _____ ____ _____ _____ _____ ____ _____ Click to edit Master text styles Second level Third level Fourth level Fifth level Materials Licensed from BigVisible Solutions ► Focus on planning – not the plan ► Balance benefit and investment ► Adaptive to change and learning ► Plans are easily changed ► Planning is continuous throughout the project What makes planning Agile?

Agile Estimation and Planning 10 ____ __ ____ _____ ____ ______ _____ _____ ____ _____ _____ _____ ____ _____ Click to edit Master text styles Second level Third level Fourth level Fifth level Materials Licensed from BigVisible Solutions Different levels of planning Strategy Portfolio Product Release Iteration Day We will focus on these 3 planning areas

Agile Estimation and Planning 11 ____ __ ____ _____ ____ ______ _____ _____ ____ _____ _____ _____ ____ _____ Click to edit Master text styles Second level Third level Fourth level Fifth level Materials Licensed from BigVisible Solutions 3 Levels of Agile Planning Iteration 1 As an investor, I want to… 3 5 Iteration 2 As an investor, I want to… 5 As a visitor I want to… 1 As an investor, I want to… 2 Iteration 3 As a visitor I want to… 3 3 An investor I want to… 2 Release Backlog (Stories) Define test cases4 Code UI8 Code middle tier12 Code stored procedures12 Automate tests6 Iteration Backlog (Tasks) “Yesterday I started on the UI, I should finish it today” Daily Stand-up Release PlanningIteration PlanningDaily Planning

Agile Estimation and Planning 12 ____ __ ____ _____ ____ ______ _____ _____ ____ _____ _____ _____ ____ _____ Click to edit Master text styles Second level Third level Fourth level Fifth level Materials Licensed from BigVisible Solutions Release Planning

Agile Estimation and Planning 13 ____ __ ____ _____ ____ ______ _____ _____ ____ _____ _____ _____ ____ _____ Click to edit Master text styles Second level Third level Fourth level Fifth level Materials Licensed from BigVisible Solutions Release Planning Q. What do we need to start Release Planning? A. List of prioritized stories  aka. Release Backlog  aka. Project Backlog  aka. Product Backlog The same techniques for a single release can be applied to multiple releases to derive a multi- release project plan PriorityStory Size 1As an investor, I want to… 2 3 4As a visitor I want to… 5As an investor, I want to… 6As a visitor I want to… 7 8An investor I want to… Release Backlog We don’t need ALL possible stories – just enough to at least roughly fill the desired timeframe Team Velocity  Use Historical Values  Use Actuals by running an iteration  Forecast or Derive

Agile Estimation and Planning 14 ____ __ ____ _____ ____ ______ _____ _____ ____ _____ _____ _____ ____ _____ Click to edit Master text styles Second level Third level Fourth level Fifth level Materials Licensed from BigVisible Solutions Prioritization

Agile Estimation and Planning 15 ____ __ ____ _____ ____ ______ _____ _____ ____ _____ _____ _____ ____ _____ Click to edit Master text styles Second level Third level Fourth level Fifth level Materials Licensed from BigVisible Solutions Prioritization Factors ► Financial Value of stories/features  Assign dollar-value to stories or features ► Cost of implementing (or not implementing!) stories/features  Consider cost now vs. cost of adding later  Also consider opportunity costs ► Amount and significance of learning and new knowledge created by the stories/features  Project (how?)  Product (what?) ► Amount of risk removed by developing the stories/features  Reduced project or product uncertainty ► Prioritize across “Themes” or “Features” individual stories that cannot clearly be “valued” Note: As long as the Product Owner is considering all these things appropriately, there is no need to formalize or overcomplicate prioritization

Agile Estimation and Planning 16 ____ __ ____ _____ ____ ______ _____ _____ ____ _____ _____ _____ ____ _____ Click to edit Master text styles Second level Third level Fourth level Fifth level Materials Licensed from BigVisible Solutions Risk Anything that might happen that would jeopardize or limit the success of the project. Types of Project Risk: ► Schedule Risk  “We might not be done by October 21” ► Cost Risk  “We don’t have budget for more consultants” ► Functionality Risk  “We might not be able to develop sufficiently-flexible roles-based access” Note: Though technically “Risks” can have positive as well as negative impacts on projects – however typically the word “Risk” is not used to describe possible positive effects. As such, we will focus on the negative impact of “Risk”.

Agile Estimation and Planning 17 ____ __ ____ _____ ____ ______ _____ _____ ____ _____ _____ _____ ____ _____ Click to edit Master text styles Second level Third level Fourth level Fifth level Materials Licensed from BigVisible Solutions Risk-Value Prioritization Which stories should we work on first? High Risk Low Value High Risk High Value Low Risk High Value Low Risk Low Value Risk Value High Low High Tackle high-risk areas with big return. These likely aren’t worth doing EVER.

Agile Estimation and Planning 18 ____ __ ____ _____ ____ ______ _____ _____ ____ _____ _____ _____ ____ _____ Click to edit Master text styles Second level Third level Fourth level Fifth level Materials Licensed from BigVisible Solutions More about Prioritization ► Financial  New Revenue, Incremental Rev, Operating Efficiencies  Net Present Value, Internal Rate of Return, Payback Period, Discounted Payback Period ► Desirability  Must-haves  The More, the Better  Exciters “The indispensable first step to getting what you want is this: Decide what you want.” -Ben Stein “The indispensable first step to getting what you want is this: Decide what you want.” -Ben Stein MoSCoW Prioritization Technique Must Haves - Fundamental to the projects success o Should Haves - Important but the projects success does not rely on these Could Haves - Can easily be left out without impacting on the project o Won't Have - This time round can be left out this time and done at a later date MoSCoW Prioritization Technique Must Haves - Fundamental to the projects success o Should Haves - Important but the projects success does not rely on these Could Haves - Can easily be left out without impacting on the project o Won't Have - This time round can be left out this time and done at a later date

Agile Estimation and Planning 19 ____ __ ____ _____ ____ ______ _____ _____ ____ _____ _____ _____ ____ _____ Click to edit Master text styles Second level Third level Fourth level Fifth level Materials Licensed from BigVisible Solutions Story Sizing

Agile Estimation and Planning 20 ____ __ ____ _____ ____ ______ _____ _____ ____ _____ _____ _____ ____ _____ Click to edit Master text styles Second level Third level Fourth level Fifth level Materials Licensed from BigVisible Solutions Imagine… ► You are fed up with software development ► And you decide go into the landscaping business ► Your first job: Move this pile of rock from the front of my house to the back How do we estimate how long?

Agile Estimation and Planning 21 ____ __ ____ _____ ____ ______ _____ _____ ____ _____ _____ _____ ____ _____ Click to edit Master text styles Second level Third level Fourth level Fifth level Materials Licensed from BigVisible Solutions How might you estimate this? ► One way:  Look at the pile of rock and estimate how many wheelbarrow loads it represents  After an hour, see how many wheelbarrow loads have moved  Extrapolate the total duration I think that’s 100 wheelbarrow loads After an hour I’ve moved 20 loads So, I should be done in a total of 5 hours I think that’s 100 wheelbarrow loads After an hour I’ve moved 20 loads So, I should be done in a total of 5 hours

Agile Estimation and Planning 22 ____ __ ____ _____ ____ ______ _____ _____ ____ _____ _____ _____ ____ _____ Click to edit Master text styles Second level Third level Fourth level Fifth level Materials Licensed from BigVisible Solutions Estimate Size – Derive Duration Size Velocity Calculation Duration 250 pounds Velocity = 50 Pounds 250/50 = 5 trips 120 story points Velocity = 20 Points 120/20 = 6 Iterations

Agile Estimation and Planning 23 ____ __ ____ _____ ____ ______ _____ _____ ____ _____ _____ _____ ____ _____ Click to edit Master text styles Second level Third level Fourth level Fifth level Materials Licensed from BigVisible Solutions Sizing Release/Product Backlog Iteration 1 As an investor, I want to… 3 5 Iteration 2 As an investor, I want to… 5 As a visitor I want to… 1 As an investor, I want to… 2 Iteration 3 As a visitor I want to… 3 3 An investor I want to… 2 Product Backlog (Stories) Define test cases4 Code UI8 Code middle tier12 Code stored procedures12 Automate tests6 Iteration Backlog (Tasks) Story Points or Ideal Days Hours We are talking about these right now

Agile Estimation and Planning 24 ____ __ ____ _____ ____ ______ _____ _____ ____ _____ _____ _____ ____ _____ Click to edit Master text styles Second level Third level Fourth level Fifth level Materials Licensed from BigVisible Solutions Measures of Size ► Traditional Measures of Size  Lines of Code  Function Points ► Agile Measures of Size  Ideal Time  Story Points ► Traditional and Agile measure size differently “If you tell people where to go, but not how to get there, you’ll be amazed at the results.” -General George S. Patton “If you tell people where to go, but not how to get there, you’ll be amazed at the results.” -General George S. Patton

Agile Estimation and Planning 25 ____ __ ____ _____ ____ ______ _____ _____ ____ _____ _____ _____ ____ _____ Click to edit Master text styles Second level Third level Fourth level Fifth level Materials Licensed from BigVisible Solutions Ideal Time ► How long would something take if:  It’s all you worked on  You had no interruptions  Everything you need is readily available ► The Ideal time of a football game is 60 Minutes  4 x 15-minute quarters ► The elapsed time is much longer (3+ hours) ► Shortcomings of sizing with Ideal Time  My ideal days cannot be added to your ideal days  Ideal days are often confusing and misleading because they do not represent duration  Ideal Time is dependent on the implementer

Agile Estimation and Planning 26 ____ __ ____ _____ ____ ______ _____ _____ ____ _____ _____ _____ ____ _____ Click to edit Master text styles Second level Third level Fourth level Fifth level Materials Licensed from BigVisible Solutions Elapsed time vs. ideal time Ideally Monday has 8 hours Each week has 40 hours Monday has 8 hours Each week has 40 hours Instead Monday has: 3 hours of meetings 1 hour of 4 hours left for project Monday has: 3 hours of meetings 1 hour of 4 hours left for project This developer will only make 4 hours of progress on Monday It will take two calendar days to complete one ideal day of work This developer will only make 4 hours of progress on Monday It will take two calendar days to complete one ideal day of work “How long will this take?”  Are you answering what is being asked? “How long will this take?”  Are you answering what is being asked?

Agile Estimation and Planning 27 ____ __ ____ _____ ____ ______ _____ _____ ____ _____ _____ _____ ____ _____ Click to edit Master text styles Second level Third level Fourth level Fifth level Materials Licensed from BigVisible Solutions Story Points ► The “bigness” of a task ► Influenced by:  How hard it is  How much of it there is ► Relative values are what is important  A login screen is a 2  A search feature is an 8 ► Points are unit-less As a user, I want to be able to have some but not all items in my cart gift wrapped 5 5

Agile Estimation and Planning 28 ____ __ ____ _____ ____ ______ _____ _____ ____ _____ _____ _____ ____ _____ Click to edit Master text styles Second level Third level Fourth level Fifth level Materials Licensed from BigVisible Solutions More on Story Points ► Approach for starting the sizing process:  Assign 1 to smallest story or Assign 5 to a “medium” story  Size others by comparison/analogy  Alternative: Small-Medium-Large-XL ► Benefits:  Point sizes never decay  Sizes don’t change based on estimator  Are independent of the implementer  Measure of size, not duration  Encourage cross-functional behavior ► Shortcomings:  Can be difficult to get started  Must estimate initial velocity (but you can easily get it after 1 iteration) Problem with T-Shirt Sizing Relative relationship between sizes is lost. Example: How much bigger is a Large than a Medium? Instructor Says: I recommend using Story Points. Most agile projects are using story points. Instructor Says: I recommend using Story Points. Most agile projects are using story points.

Agile Estimation and Planning 29 ____ __ ____ _____ ____ ______ _____ _____ ____ _____ _____ _____ ____ _____ Click to edit Master text styles Second level Third level Fourth level Fifth level Materials Licensed from BigVisible Solutions Point Sizing Units ► A 1-point and 2-point story are easily distinguishable  The 2-point story will be twice the size of the 1-point story ► A 17 and 18 story are not very distinguishable  What’s the difference between 17 and 18 anyways? ► Use units that make sense  1, 2, 3, 5, 8  1, 2, 4, 8  Include 0 and ½ if desired

Agile Estimation and Planning 30 ____ __ ____ _____ ____ ______ _____ _____ ____ _____ _____ _____ ____ _____ Click to edit Master text styles Second level Third level Fourth level Fifth level Materials Licensed from BigVisible Solutions Exercise: Fruit Points ► Use “Fruit Points” to size the following breeds watermelon orange blueberry cranberry strawberry apple grapefruit banana pear peach watermelon orange blueberry cranberry strawberry apple grapefruit banana pear peach Suggestion Assign 1 to smallest story or Assign 5 to a “medium” story Estimate size of others by comparison/analogy

Agile Estimation and Planning 31 ____ __ ____ _____ ____ ______ _____ _____ ____ _____ _____ _____ ____ _____ Click to edit Master text styles Second level Third level Fourth level Fifth level Materials Licensed from BigVisible Solutions Approaches to Sizing ► Estimates are made by a GROUP not an INDIVIDUAL ► Use a consistent relative scale ► Combine techniques  Expert Opinion  Analogy  Disaggregation or Decomposition  Planning Poker

Agile Estimation and Planning 32 ____ __ ____ _____ ____ ______ _____ _____ ____ _____ _____ _____ ____ _____ Click to edit Master text styles Second level Third level Fourth level Fifth level Materials Licensed from BigVisible Solutions Estimate by Analogy ► Comparing an un-sized story to previously sized stories  “This story is like Story 5, so it has the same number of points” ► Triangulate  Compare the story to multiple previously sizes stories – not just one  “This story is the same size as Story A and Story B. Both A and B are 5 points, so this story is also 5 points” Story A Story B Story E Story C Story D Story F 3 pts 5 pts 8 pts

Agile Estimation and Planning 33 ____ __ ____ _____ ____ ______ _____ _____ ____ _____ _____ _____ ____ _____ Click to edit Master text styles Second level Third level Fourth level Fifth level Materials Licensed from BigVisible Solutions Consider these two

Agile Estimation and Planning 34 ____ __ ____ _____ ____ ______ _____ _____ ____ _____ _____ _____ ____ _____ Click to edit Master text styles Second level Third level Fourth level Fifth level Materials Licensed from BigVisible Solutions Disaggregation/Decomposition ► Breaking big stories into smaller stories ► Goal is to define stories that can fit into single iterations ► Don’t spend too much time  A little effort helps a lot  A lot of effort only helps only a little more Effort Accuracy At some point, extra effort decomposing actually reduces accuracy (See Critical Chain Project Management reference)

Agile Estimation and Planning 35 ____ __ ____ _____ ____ ______ _____ _____ ____ _____ _____ _____ ____ _____ Click to edit Master text styles Second level Third level Fourth level Fifth level Materials Licensed from BigVisible Solutions Planning Poker ► What is it?  It is a tool to facilitate group sizing ► What do you need?  Entire team – including product owner/customer  Deck of planning poker cards with point sizes  Stories

Agile Estimation and Planning 36 ____ __ ____ _____ ____ ______ _____ _____ ____ _____ _____ _____ ____ _____ Click to edit Master text styles Second level Third level Fourth level Fifth level Materials Licensed from BigVisible Solutions Planning Poker – How to Play? 1. Each team member is given a deck of cards – each card has a point size written on it 2. Customer/Product-Owner reads a story ► Customer must be knowledgeable enough to discuss each story 3. The story is briefly discussed, questions answered etc. ► The discussion should be sufficient to determine the complexity and relative size of the work 4. Compare story to other, previously sized stories ► Use analogy and triangulation techniques 5. Each team member secretly selects a card that is his or her estimate ► Sizes should be presented together 6. Cards are presented to the group at the same time ► Each person’s opinion is represented 7. Differences and outliers are discussed ► Discuss why some people think a story is bigger than what other people think 8. Re-estimate until estimates converge ► Sometimes the exercise needs to be time-boxed ► Sometimes some negotiation is needed – “Meet the size half-way” 9. If 1 person is a holdout, but is very close  Ask them if the consensus is agreeable

Agile Estimation and Planning 37 ____ __ ____ _____ ____ ______ _____ _____ ____ _____ _____ _____ ____ _____ Click to edit Master text styles Second level Third level Fourth level Fifth level Materials Licensed from BigVisible Solutions Planning Poker – an example: As a user, I want to be able to have some but not all items in my cart gift wrapped Round 1Round 2 Jill35 Bob85 Yang25 Ann58 Todd55 Result: Story Size = 5 Points

Agile Estimation and Planning 38 ____ __ ____ _____ ____ ______ _____ _____ ____ _____ _____ _____ ____ _____ Click to edit Master text styles Second level Third level Fourth level Fifth level Materials Licensed from BigVisible Solutions Exercise: Remodeling my Kitchen In groups: Size in “Kitchen Points” using planning poker the following stories: ► Install new hardwood floor ► Refinish (remove, sand, repaint) the cabinets ► Replace my tile countertop with granite ► Repaint entire kitchen ► Lay shelf paper ► Install recessed lighting ► Replace electric stove with gas stove ► Install a new oven ► Plumb the island and add sink

Agile Estimation and Planning 39 ____ __ ____ _____ ____ ______ _____ _____ ____ _____ _____ _____ ____ _____ Click to edit Master text styles Second level Third level Fourth level Fifth level Materials Licensed from BigVisible Solutions Why Planning Poker Works? ► Emphasizes relative estimating ► Focuses most estimates with an approximate one order or magnitude ► Everyone’s opinion is heard ► Estimators are required to justify sizes ► It’s quick ► It’s fun

Agile Estimation and Planning 40 ____ __ ____ _____ ____ ______ _____ _____ ____ _____ _____ _____ ____ _____ Click to edit Master text styles Second level Third level Fourth level Fifth level Materials Licensed from BigVisible Solutions Velocity – a quick reminder ► The rate of work completion ► The amount of sized work completed in an iteration ► The number of points per iteration

Agile Estimation and Planning 41 ____ __ ____ _____ ____ ______ _____ _____ ____ _____ _____ _____ ____ _____ Click to edit Master text styles Second level Third level Fourth level Fifth level Materials Licensed from BigVisible Solutions Release Planning Product Backlog Release Planning Meeting Iteration 1 Iteration 2 Iterations 3-6 Release Plan

Agile Estimation and Planning 42 ____ __ ____ _____ ____ ______ _____ _____ ____ _____ _____ _____ ____ _____ Click to edit Master text styles Second level Third level Fourth level Fifth level Materials Licensed from BigVisible Solutions Story C Story G Example (Velocity = 21 Points) Story A 5 Story B 3 Story D 8 Story B 5 Iteration 1 Iteration 2 8 Story H 8 5 Iteration 3-6 Story E 5 Story I 2 Story J 1 Story L 13 Story F 13 Story M 8 Story P 5 Story Q 8 Story K 5 Story O 13 Story N 8 Story R 3

Agile Estimation and Planning 43 ____ __ ____ _____ ____ ______ _____ _____ ____ _____ _____ _____ ____ _____ Click to edit Master text styles Second level Third level Fourth level Fifth level Materials Licensed from BigVisible Solutions Updating the Release Plan ► Revisit the release plan at the end of every iteration  Agile planning is continuous and adaptive ► Update plan based on:  Current understanding of velocity  Current prioritization of backlog ► Should take little time – but highly effective

Agile Estimation and Planning 44 ____ __ ____ _____ ____ ______ _____ _____ ____ _____ _____ _____ ____ _____ Click to edit Master text styles Second level Third level Fourth level Fifth level Materials Licensed from BigVisible Solutions Release Plan Updating Example Story A 5 Story C 5 Story G 3 Story D 3 Story K 5 Story B 5 Story E 3 Story F 3 Story J 2 Story H 5 Story I 5 Story L 3 Initial Release Plan forecasted an iteration velocity of 16 points. The Release schedule allows for 3 iterations. At Velocity of 16, the forecasted story points to be delivered by the release is approximately 48. During Iteration 1, on 13 points were completed. Therefore, the release plan can be updated to reflect the new velocity. Iteration 1 Iteration 2 Iteration 3 Story A5 Story C5 Story G3 Story D3 Story K5 Story B5 Story E3 Story F3 Story J2 Story H5 Story I5 Story L3 Iteration 1 Iteration 2 Iteration 3 √ √ √ With a lower iteration velocity, fewer stories are now planned for – however, as these are prioritized lower on the backlog – they offer the least value

Agile Estimation and Planning 45 ____ __ ____ _____ ____ ______ _____ _____ ____ _____ _____ _____ ____ _____ Click to edit Master text styles Second level Third level Fourth level Fifth level Materials Licensed from BigVisible Solutions Multiple views of Velocity Last Iteration = 36 Mean = 36 Mean (worst 3) = 29 Worst = 25

Agile Estimation and Planning 46 ____ __ ____ _____ ____ ______ _____ _____ ____ _____ _____ _____ ____ _____ Click to edit Master text styles Second level Third level Fourth level Fifth level Materials Licensed from BigVisible Solutions Extrapolate Release Scope from Velocity At our slowest velocity we’ll finish here At our current velocity we’ll finish here At our long-term average velocity we’ll finish here

Agile Estimation and Planning 47 ____ __ ____ _____ ____ ______ _____ _____ ____ _____ _____ _____ ____ _____ Click to edit Master text styles Second level Third level Fourth level Fifth level Materials Licensed from BigVisible Solutions Here are the results of the last 8 iterations. There are 6 iterations left. Using this data, update the release plan by drawing 3 arrows into it Running TotalPointsStory 55Story A 105Story G 2313Story D 318Story K 5120Story B 598Story E 645Story F 728Story J 775Story H 858Story I 905Story L 933Story M Exercise: Update the Release Plan Last Iteration = Long-term average = 15 Mean of worst 3 =

Agile Estimation and Planning 48 ____ __ ____ _____ ____ ______ _____ _____ ____ _____ _____ _____ ____ _____ Click to edit Master text styles Second level Third level Fourth level Fifth level Materials Licensed from BigVisible Solutions A Final Notes on Story Points and Velocity ► Story points are specific to a team and product ► Points from one team’s backlog cannot be compared to another team’s backlog – comparing Apples to Oranges ► Velocity is dependent on points and therefore cannot be compared across teams “If you want a guarantee, buy a toaster.” – Clint Eastwood in The Rookie “If you want a guarantee, buy a toaster.” – Clint Eastwood in The Rookie

Agile Estimation and Planning 49 ____ __ ____ _____ ____ ______ _____ _____ ____ _____ _____ _____ ____ _____ Click to edit Master text styles Second level Third level Fourth level Fifth level Materials Licensed from BigVisible Solutions Iteration Planning Iteration 1 As an investor, I want to… 3 5 Iteration 2 As an investor, I want to… 5 As a visitor I want to… 1 As an investor, I want to… 2 Iteration 3 As a visitor I want to… 3 3 An investor I want to… 2 Product Backlog (Stories) Define test cases4 Code UI8 Code middle tier12 Code stored procedures12 Automate tests6 Iteration Backlog (Tasks) We are talking about these right now

Agile Estimation and Planning 50 ____ __ ____ _____ ____ ______ _____ _____ ____ _____ _____ _____ ____ _____ Click to edit Master text styles Second level Third level Fourth level Fifth level Materials Licensed from BigVisible Solutions 2 Approaches to Iteration Planning ► Commitment-driven iteration planning  “How much are we, as a team, willing to commit to?” ► Velocity-driven iteration planning  “We finished 20 story points last time, let’s plan on 15 story points this time”

Agile Estimation and Planning 51 ____ __ ____ _____ ____ ______ _____ _____ ____ _____ _____ _____ ____ _____ Click to edit Master text styles Second level Third level Fourth level Fifth level Materials Licensed from BigVisible Solutions Commitment-driven Iteration Planning ► Discuss the highest priority item on the product backlog ► Decompose it into tasks ► Estimate each task (in hours) ► Ask: “Can we commit to this?”  If yes, see if another backlog item can be added  If not, remove this item but see if we can add another smaller one ► Shortcomings of Commitment-Driven Iteration Planning  Cannot perform longer-term planning  Risk of Parkinson’s Law

Agile Estimation and Planning 52 ____ __ ____ _____ ____ ______ _____ _____ ____ _____ _____ _____ ____ _____ Click to edit Master text styles Second level Third level Fourth level Fifth level Materials Licensed from BigVisible Solutions Velocity-driven Iteration Planning Adjust Priorities Determine Target Velocity Do in any sequence Estimate Tasks (in hours) Identify Tasks Select Stories It is sometimes helpful to determine an objective for the iteration “At the end of the iteration I want to show…” Do not try to have the total estimated hours equal to the iteration capacity.

Agile Estimation and Planning 53 ____ __ ____ _____ ____ ______ _____ _____ ____ _____ _____ _____ ____ _____ Click to edit Master text styles Second level Third level Fourth level Fifth level Materials Licensed from BigVisible Solutions Agile Planning Lifecycle Summary Budget Schedule Scrum/Stand-up Product Increment Velocity

Agile Estimation and Planning 54 ____ __ ____ _____ ____ ______ _____ _____ ____ _____ _____ _____ ____ _____ Click to edit Master text styles Second level Third level Fourth level Fifth level Materials Licensed from BigVisible Solutions References This presentation is based directly on the book “Agile Estimation and Planning” by Mike Cohn- this book is highly recommended for anyone who intends to do estimation and planning on agile projects. Other References Used in this Deck: ► “Agile Estimation and Planning” – George Schlitz. Presentation Material ► “Agile Estimation and Planning” – Mike Cohn. Presentation/Training Material ► “Planning and Tracking on Agile Projects” – Mike Cohn. Presentation Material ► “Estimation Games” – Rob Thomsett. An article about common bad estimation games and antipatterns (