©2011 Improving Enterprises, Inc. Epics and Agile Planning

©2011 Improving Enterprises, Inc. Dilbert on Estimating

©2011 Improving Enterprises, Inc. Watch for road signs… Along the way there will good, salient topics that we cannot fully address in this session. Road Sign slides will allow us to briefly consider these topics, but stay on track for our main message. If time permits, we can revisit these topics during the Question and Answer period at the end.

©2011 Improving Enterprises, Inc. For what answers are we looking?

©2011 Improving Enterprises, Inc. Business Case Financing Scope & Approach Contracts Initial Release Plan Assemble Team Sprint Planning 1 day Acceptance Defined Team commits Tasks created Product Owner establishes vision and prioritizes Product Backlog Sprint 1 to 4 weeks Team (BA, QA, Dev, etc.) creates and estimates Sprint Backlog (tasks) Demonstrable Release Daily Scrum < 15 minutes Burn down Demo 1/2 day Sprint Retrospective 1/2 day Burn up velocity Scrum

©2011 Improving Enterprises, Inc. A list of goals, features, and requirements that a product must provide in order to meet a business need The Product Owner creates and maintains this list, and from it all Sprints derive their work Product Backlog The essential planning tool

©2011 Improving Enterprises, Inc. How much of the product backlog effort can a team handle in one sprint? Should become more accurate over time Should rise and then level off Is observed*, not speculated *Except for sprint 1 and new teams Velocity

©2011 Improving Enterprises, Inc. What do we get if… Total features in P B/L features per interval of time length of interval

©2011 Improving Enterprises, Inc. Oooo…

©2011 Improving Enterprises, Inc. What are these things really?

©2011 Improving Enterprises, Inc. User Stories

©2011 Improving Enterprises, Inc. User Stories What are User Stories?

©2011 Improving Enterprises, Inc. User Story A good format

©2011 Improving Enterprises, Inc. User Story For Example

©2011 Improving Enterprises, Inc. Independent Negotiable Valuable Estimable Small Testable Independent Negotiable Valuable Estimable Small Testable Good Stories Are...

©2011 Improving Enterprises, Inc. Not all stories are created equal…

©2011 Improving Enterprises, Inc. Independent Negotiable Valuable Estimable Small Testable Independent Negotiable Valuable Estimable Small Testable Sprint 1 to 4 weeks Fits nicely into one sprint…

©2011 Improving Enterprises, Inc. What about the rest of INVEST? Independent Negotiable Valuable Estimable Small Testable Independent Negotiable Valuable Estimable Small Testable

©2011 Improving Enterprises, Inc. The Epic User Story

©2011 Improving Enterprises, Inc. How much is there? Total: 180

©2011 Improving Enterprises, Inc. How much is there?

©2011 Improving Enterprises, Inc. What do these number represent? How does one assign them? User stories can be sized with hour or days, but most experienced practitioners use Story Points. Story Points are popular because they allow teams to estimate the size of User Stories relative to one another, and avoid having to guess who will work on a User Story. Planning Poker is a popular way to spawn discussion and assign sizes to User Stories.

©2011 Improving Enterprises, Inc. Epic

©2011 Improving Enterprises, Inc.

©2011 Improving Enterprises, Inc. The Epic User Story

©2011 Improving Enterprises, Inc.

©2011 Improving Enterprises, Inc.

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©2011 Improving Enterprises, Inc. Embrace Epicness

©2011 Improving Enterprises, Inc. In a future session… EpicSmall I wonder how…

©2011 Improving Enterprises, Inc. Plans are nothing. Planning is everything. -Dwight D. Eisenhower

©2011 Improving Enterprises, Inc. All Done!

©2011 Improving Enterprises, Inc. Questions? Hemant Elhence

©2011 Improving Enterprises, Inc. Synerzip in a Nut-shell 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

©2011 Improving Enterprises, Inc. Our Clients

©2011 Improving Enterprises, Inc Call Us for a Free Consultation! Hemant Elhence Thanks!