day2_planninganagileproject

8/8/2019 Day2_PlanningAnAgileProject

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Planning an Agile Projectfor advance user

Sam Hwang

Sep 2009


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Course agenda

Overview of Agile Planning High-Level Visioning Product Backlog User Stories

Release Planning Estimating Velocity

Today


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Overview

Agile Perspective onPlanning Projects vs.Traditional

Overview of Agile Planning

High-Level Visioning

One Pager Jefferies Exercise

Product Backlog

User Stories

Spikes

Write User Stories

Release Planning

Estimating

Summary (Recognize thatchange will happen, Utilize

Feedback, Ask forAutonomous bits offunctionality)


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Adaptive process control

Useful when

A market is moving so fast, that requirementschange frequently

Technology is moving so fast, thatimplementation details change frequently

Embrace Change Inspect and Adapt


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An Iterative Process

v2.0 v2.1 v2.3 v2.4

Design

Test

Build

Innovate


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Course agenda

Overview of Agile Planning High-Level Visioning Product Backlog User Stories


Today


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The Scrum Process

Sprint Planning Meeting Sprint Review/Sprint Retrospective


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PlanningVision

1

2

V1.0 V1.1 V1.2

3

ReleasePlan

SprintPlan


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Product PlanVision

1

Elevator Statement(Short Description)

ForwhothatUnlike

Customer Attributes

1. People who work in 2. Those who need a 3.

Feature / Ability to

1. Share content with2. Personalized ads on3.

Metrics:Sign-ups xxx

Customer Benefits

1. More accurate 2. Better customer service 3.

Performance Attributes

1. 3000 hits/hour2.

Tradeoff Matrix

Scope

Resources

Schedule

Quality

Fixed

Firm Flexible

Major Milestones

Xyz features xxxAbc features xxx

One Pager


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Create your one pager

Elevator Statement

ForwhothatUnlike

Customer Attributes

1. People who work in 2. Those who need a 3.

Feature / Ability to

1. Share content with2. Personalized ads on3.

Metrics:

Sign-ups xxx

Customer Benefits

1. More accurate 2. Better customer service 3.

Performance Attributes

1. 3000 hits/hour2.

Tradeoff Matrix

Scope

Resources

Schedule

Quality

Fixed Firm Flexible

Major Milestones

Xyz features xxxAbc features xxx

Metrics and ROI


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Tradeoff matrix

Fixed Firm Flexible Target

Scope 300+ story points

Schedule 4-5 months

Resources $400,000

Low Defects 1 high bug permonth

Dark Bar


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Product vision box

Design a box for the software

Even if the software wont ship in abox

Write 3-4 key bullet points to sellthe software

Easier to come up with 15 The challenge is distilling the list to

3-4 key points


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Sample product vision box

Easy integration with most

insurance systems Support for multiple chairs

with appointment setting bychair

Multi-language support One click database backup


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Write a press release (option)

Collaboratively write the press release

youd like to see released at the end What are the key points youd make about

the product What quotes would you have and who

would they be from?CEO? Team members? Customers?


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Press release templateThe _______company announced today the successful completion of the _________project.

This project provides _________________________________________________. The

customer for this project, ________________, indicated in a recent interview that they selected

___________ as their supplier due to the following key benefits:

1. ______________________________________

2. ______________________________________

3. ______________________________________

________________ also identified several features that they felt were particularly useful. Theseinclude:

1. ______________________________________

2. ______________________________________

3. ______________________________________

____________ noted that the single most important benefit of their successful project was

_________________________________________________________________.


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Course agenda


High-Level Visioning Product Backlog User Stories


Today


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ProductBacklogProductBackl

og


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Product backlog

A prioritized list of

requirements Items of highest value

at the top Prioritized by the

product owner

This is the

product backlog

This is the

product backlog


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Items get more thought at the top Mirum est ut animus agitatione

motuque corporis excitetut.

Iam undique silvae

et solitudo ipsumque illud silentium

quod venationi datur

magna cogitationis

incitamenta

sunt. Proinde cum venabere

licebit, auctore me

ut panarium et lagunculam

sic etiam pugillares feras.

Experieris non Dianam

magis montibus quam

Progressively refined

As an item nears the top, it

gets more thought

Items at the top are

Smaller

More thought through

Ready to be worked on

Reproduced with kind permission byMike Cohn mountaingoatsoftware.com


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Feature use Keep it lean

Always

7%

Often

13%

Sometimes

16%

Rarely

19%

Never

45%

Standish Group study reported at XP2002 by Jim Johnson, Chairman

Often or AlwaysUsed: 20%

Rarely or Never

Used: 64%


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A sample product backlog

Backlog item Estimate

Allow a guest to make a reservation 3As a guest, I want to cancel a reservation. 5

As a guest, I want to change the dates of a

reservation. 3

As a hotel employee, I can run RevPAR reports(revenue-per-available-room)

8

Improve exception handling 8

Bug #4334 Improve error handling with 1

Investigate PayPal integration 9

Wh i h P d B kl


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Whats in the Product Backlog

Everything that needs to be done!

Features Can be in the form of user stories

Tasks/Bugs

Spikes

Wh S ik ?


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Whats a Spike?

A Spike is an investigation

The deliverable is team knowledge Estimates

Documentation

Education

A Spike is time boxed

C d


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Course agenda




Today

U S i k b kl i


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User Stories make great backlog items

Stories are traditionally written onnote cards.May be annotated with

notes, estimates, etc.

Card

Source: XP Magazine 8/30/01,Ron Jeffries.

Details behind the story comeout during conversations withproduct owner

Conversation

Acceptance tests confirm the

story was coded correctly

Confirmation

S l f t l b it


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Samples from a travel website

Asauser,Iwantto

reserveahotelroom.

Asauser,Iwantto

reserveahotelroom.

As a user, I want tocancel a reservation.

As a user, I want tocancel a reservation.

As a vacation planner, Iwant to see photos of thehotels.

As a vacation planner, Iwant to see photos of the

hotels.

As a frequent flyer, Iwant to rebook a past trip.As a frequent flyer, Iwant to rebook a past trip.As a frequent flyer, Iwant to rebook a past trip,so that I save time

booking trips I take often.

As a frequent flyer, Iwant to rebook a past trip,so that I save time

booking trips I take often.

Wh th d t il ?


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Where are the details?

As a user, I can cancel a reservation.

Does the user get a full or partial refund?

Is the refund to her credit card or is it site credit?

How far ahead must the reservation be

cancelled? Is that the same for all hotels?

For all site visitors? Can frequent travelers cancellater?

Is a confirmation provided to the user?

How?

D t il diti f ti f ti


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Details as conditions of satisfaction

The product owners conditions of satisfaction can beadded to a story

These are essentially tests

As a user, I can cancel areservation.

As a user, I can cancel areservation. Verify that a premium member can

cancel the same day without a fee.Verify that a non-premium member is

charged 10% for a same-daycancellation.

Verify that an email confirmation issent.

Verify that the hotel is notified ofany cancellation.

Verify that a premium member can

cancel the same day without a fee.Verify that a non-premium member is

charged 10% for a same-daycancellation.

Verify that an email confirmation issent.

Verify that the hotel is notified ofany cancellation.

Details added in smaller stories


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Details added in smaller stories

As a user, I cancancel a reservation.

As a user, I cancancel a reservation.

As a premium sitemember, I can cancel areservation up to the

last minute.

As a premium sitemember, I can cancel areservation up to the

last minute.

As a non-premiummember, I can cancelup to 24 hours inadvance.

As a non-premiummember, I can cancel

up to 24 hours inadvance.

As a site visitor, I amemailed a confirmationof any cancelledreservation.

As a site visitor, I amemailed a confirmationof any cancelledreservation.

MMF: Minimal Marketable Feature


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MMF: Minimal Marketable Feature

Headline

Scenarios

"As a (user),

I want to (do something),

so that (I achieve some goal)"

Stocking the product backlog


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Stocking the product backlog

You can start by identifying only a sprintsworth of backlog items

The key is to write product backlog itemswith different levels of detail

Fine-grained for stories about to be worked on

Coarse-grained for stories further in the future

The product backlog iceberg


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The product backlog iceberg

User Story

A description of desiredfunctionality told from the

perspective of the user orcustomer.

Theme

A collection of relateduser stories.

Epic

A large user story.

An example


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An example

As a VP Marketing, I wantto review the performance

of historical promotionalcampaigns so that I canidentify and repeatprofitable ones.

As a VP Marketing, I wantto review the performance

of historical promotionalcampaigns so that I canidentify and repeatprofitable ones.

As a VP Marketing, I want toselect the timeframe to use whenreviewing the performance of past

promotional campaigns, so that Ican identify and repeat profitableones.

As a VP Marketing, I want toselect the timeframe to use whenreviewing the performance of past

promotional campaigns, so that Ican identify and repeat profitableones.

As a VP Marketing, I can select

which type of campaigns (directmail, TV, email, radio, etc.) toinclude when reviewing theperformance of historical

promotional campaigns.

As a VP Marketing, I can select

which type of campaigns (directmail, TV, email, radio, etc.) toinclude when reviewing theperformance of historical

promotional campaigns.

A large user story;weeks to implement

Implementation-size stories;days to implement

An example


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An example

As a VP Marketing, I want to seeinformation on direct mailings whenreviewing historical campaigns.

As a VP Marketing, I want to seeinformation on direct mailings whenreviewing historical campaigns.

As a VP Marketing, I want to see

information on television advertisingwhen reviewing historical campaigns.

As a VP Marketing, I want to see

information on television advertisingwhen reviewing historical campaigns.

As a VP Marketing, I want to seeinformation on email advertising whenreviewing historical campaigns.

As a VP Marketing, I want to seeinformation on email advertising whenreviewing historical campaigns.

Story writing workshops


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Story-writing workshops

Includes developers, users, customer,others

Brainstorm to generate stories

Goal is to write as many stories aspossible

Some will be implementation ready Others will be epic user stories

No prioritization at this point

Start with large user stories and


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giterate

As a frequent flyer,I want to see checkmy account.

As a frequent flyer,I want to see checkmy account.

As a frequent flyer,I want to ...

As a frequent flyer,I want to ...

Frequent

flyer

Frequent

flyer

As a frequent flyer,I want to book atrip using miles.

As a frequent flyer,I want to book atrip using miles.

As a frequent flyer,I want to rebook atrip I take often.

As a frequent flyer,I want to rebook atrip I take often.

As a frequent flyer,I want to requestan upgrade.

As a frequent flyer,I want to requestan upgrade.

As a frequent flyer,I want to see if my

upgrade cleared.

As a frequent flyer,I want to see if my

upgrade cleared.

As a frequent flyer,I want to book a

trip.

As a frequent flyer,I want to book a

trip.

For Your Project


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For Your Project

Write the product backlog for your project. Identify your Users 10 minutes

Write some epics 10 minutes 15 minutes:

Write some large stories Write some implementation-ready userstories

Write the product backlog for your project.Write the product backlog for your project.

Identify your UsersIdentify your Users10 minutes10 minutes

Write some epicsWrite some epics10 minutes10 minutes 15 minutes:15 minutes:

Write some large storiesWrite some large stories

Write someWrite some implementationimplementation--readyready useruserstoriesstories

Consider this template

As a , I want to , so

that .

What makes a good story?


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What makes a good story?

Independent

Negotiable

Valuable

Estimable

Sized Appropriately

Testable

INVEST


Independent1

1


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Negotiable

Stories are not contracts

Leave or imply some flexibility

Valuable

To users or customers, not developers Rewrite developer stories to reflect value to users orcustomers

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Independent

Dependencies lead to problems estimating andprioritizing Can ideally select a story to work on without pulling in 18other stories

Estimatable

4

4


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Estimatable

Because plans are based on user stories, we need to beable to estimate them

Sized Appropriately

Small enough to complete in one sprint if youre about towork on it Bigger if further off on the horizon

Testable

Testable so that you have a easy, binary way of knowingwhether a story is finished Done or not done; no partially finished or done except

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Product Owner adds a feature


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Product Owner adds a feature

You are the ScrumMaster for the teamdeveloping the online dating website

You are 3 months into a 6-month plan The team is halfway through a 2-week sprint The Product Owner comes to the you andwants to add wedding planning features to thedating site.In fact, the Product Owner hasscheduled a trade-show demo in two weeks.

Youve never heard of this feature before What do you do?

Put all requirements in the PB


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Put all requirements in the PB

Product

Backlog

User Stories

Bugs List

Performance

Capacity & BCP

BUSINESS

REQUIREMENTS

Continuous Integration

Complex Activity

Tools implementation

Retrospective actions

ENGINEERING

REQUIREMENTS

Deployment

simplicity

Live service cost

reduction

RUN/SUPPORT

REQUIREMENTS

Values


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Values

Time and Moneysavings

Increase satisfaction

Performance, Faster delivery Run/Support

More users

More Revenue


Quality, Stability, Faster delivery Engineering

More users

More Revenue


Features, Stability,

Performance, Accessibility

Business

Values forCompany

Values for CustomerRequirements

Prioritization


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Prioritization

Ensure some requirements of eachcategory are in the Product Backlog

Set up priorities in the Product Backlog toensure implementing some requirementsof each category for any release (one or

several sprints)

Course agenda


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Course agenda




Today


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ReleasePlanningReleasePlanning


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Release Planning Exercise

Release Plan


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Sprint

1

Sprint

2

Sprints 5-7Sprint

3

Sprint

4

V1.0

Release

2

V1.0 V1.1 V1.2

V1.1

Release

Release planning, not sprint planning


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p g, p p g

As a user,I...

8 points

As a user,I...

8 points

Story To DoIn

Process

To

VerifyDone

Code the...

9

Code the...

9Test the...

8

Test the...

8

Code the...

2

Code the...

2Code the...

8

Code the...

8

Test the...

8

Test the...

8Test the...

4

Test the...

4

Code the...DC4

Code the...DC4

Test the...SC8

Test the...SC8

Test the...SC6

Test the...SC6

As a user,I...5 points

As a user,I...5 points

Code the...

8

Code the...

8Test the...

8

Test the...

8

Code the...

4

Code the...

4Code the...

6

Code the...

6

Code the...DC8

Code the...DC8

Code the...DC4

Code the...DC4

Test the...SC8

Test the...SC8

Test the...SC6

Test the...SC6

Test the...SC6

Test the...SC6

Test the...SC6

Test the...SC6

Test the...SC6

Test the...SC6

Test the...SC6

Test the...SC6

Test the...SC

6

Test the...SC6

Product Backlog

DrivesMultiple Sprints

Sprint Task List

Drives Work

on a Daily Basis

M WM T W Th F

Release planning


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p g

To answer questions such as: How much will be done by June 30?

When can we ship with this set of features? How many people or teams should be on thisproject?

Purpose

Velocity The amount of work completed in a sprint

The length of the project Prioritized product backlog

Inputs

Course agenda


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g




Today

Product Backlog Estimating


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g g

6 minutes

8 minutes

1

ki lomet er

Team must agree on high-level estimate

Common product backlogestimating units


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Ideal Time

Calendar Time

estimating units

Ideal Time -or- Calendar Time


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Ideal time

The amount of time something is likely to take oneperson if they arent disrupted or distracted

If two people will work on it, their time is added Often expressed in days (including day, etc.)

Calendar Time

Just old-fashioned guessing at the hours or dayssomething will take

Estimating in Scrum


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Product Backlog

Coarse-grained Think: Days or

Weeks

Sprint Tasks

Hours 4-8 hour tasks

Planning poker


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An iterative approach to estimating

Steps

Each estimator is given a deck of cards, each cardhas a valid estimate written on it

Customer/Product owner reads a story and itsdiscussed briefly

Each estimator selects a card thats his or herestimate

Cards are turned over so all can see them

Discuss differences (especially outliers)

Re-estimate until estimates converge

Planning poker - an example


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Estimator Round 1 Round 2Susan 3 5

Vadim8 5Ann 2 5

Chris 5 8

20138532

1

For Your Project


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Estimate the user stories for your project Choose what units you will use to estimate

Use planning poker

Estimate the user stories for your projectEstimate the user stories for your project

Choose what units you will use to estimateChoose what units you will use to estimate

Use planning pokerUse planning poker

Estimate these


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Product backlog item EstimateRead a high-level, 10-page overview of agile softwaredevelopment in a business magazine.

Read a densely written 5-page research paper about agilesoftware development in an academic journal.

Write the product backlog for a simple eCommerce site

that sells only clocks.

Recruit, interview, and hire a new member for your team.

Create a 60-minute presentation about agile estimating

and planning for your coworkers.

Read a 150-page book on agile software development.

Write an 8-page summary of this session for your boss.

Course agenda


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Today


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Velocity


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Velocity is a measure of how much work wecan plan on completing each sprint

Product Backlog

Track velocity


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0

10

20

30

40

1 2 3 4 5 6 7 8 9

Sprints

Mean (Worst 3) = 28

Mean (Last 8) = 33Last Observation = 36

Velocity


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A useful long-term measure of the amountof work completed per sprint

Not a measure of the amount of workcompleted in eachsprint

Sprints

Velocityismeasured

intheunitsyouuse

toestimateproduct

backlogitems

Extrapolate from velocity


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At our long-term average well finish here

At our slowest velocity well finish here

At current velocity well finish here

Release planning


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Release Plan

Sprint 1Sprint 1 Sprint 2Sprint 2 Sprint 3Sprint 3 Sprints 47Sprints 47

Release PlanningMeeting

Release PlanningMeeting

An Agile Stance on Planning


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Recognize that change will happen

Utilize feedback Ask for autonomous bits of functionality


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Thank You!


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Agile practices

Agile engineering practices


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1. Simple design2. Continuous integration3. Refactoring

4. Test-driven development


1. Simple design


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Safe steps Balance between efficiency and risk

Small design and get feedback often

Beneficially relating elements

Design only for today

If the future is uncertain, dont code for it today Do not add infrastructure in this sprintfor stories coming in

future sprints

Upcoming stories could be cancelled or lowered in priority

Do the simplest thing that can possibly work

2. Continuous integration


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An automated nightly build is a bare minimum for a Scrumteam

Really want continuous integration:

Developer checks in code Build server notices the check-in, waits to see if

more is coming Builds the software Runs a suite of automated tests Emails results

Products to help:

Hudson, Cruise Control, and AntHill

Y!K development process with CI


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Y!Developer

CVS / Subversion / Perforce

CI System(php undercontrol)

Staging Environment(Web / API / DB)

Intg. Test (PhpUnit)

Document (PhpDocumentator)

Coding Standard (CodeSniffer)

Security (Scanmus, ferret)

commit

trigger

Additional works

Build (ant / buildcious)

testing

report

run

CI tools


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Php under control:http://www.phpundercontrol.org/about.html

CI tools


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yHudson:https://hudson.dev.java.net

3. Test-Driven Development


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Tests guide the completion of thefeatures worked on during a sprint

Started right at the beginning of thesprint Refined throughout the sprint

Test guide the programmer duringthe writing of code

Done a little at a time

Augmented throughout the sprint

Acceptance Test-Driven Development

Unit Test-Driven

Development

Tests guide decisions


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Acceptance tests guide decisions about Which parts of a feature should be implemented In what order should the parts of a feature be

implemented When is a feature done

Unit tests guide decisions about How to write the code

Which code is likely to change in thefuture

Test-driven unit testing


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Write a failingtest

Write code topass the test

Run the test toverify the codeThis cycle is very short

Minutes, not hours

Unit tests


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Low level tests to make sure a class or moduleworks as expected

Almost always done by a programmer to his or herown code

Have become much more common over last five

years Increased popularity of the xUnit tools

Allows a programmer to test by writing more code

Are ideally done test-first

Unit tests


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Low level tests to make sure a class or moduleworks as expected

Almost always done by a programmer to his or her

own code

Have become much more common over last fiveyears

Increased popularity of the xUnit tools

Allows a programmer to test by writing more code

Test module first then move to develop next module

It can help to develop fast than debug whole code after

development

A frequent objection


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Why cant I write my unit tests concurrently or right after mycode?

You probably wont; doing this takes more discipline than

writing them first

Youll consider some things not testable with unit tests

Because testability wasnt designed into them

Youll completely miss out on the evolutionary design benefits

The tests wont be as good

Youll be testing to say or show you did it; not writing tests that lead you tothe result

Test-driven acceptance tests


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Are specified by the product owner

A tester can help, especially at first

But only the product owner knows her expectations

Are used to convey expectations about a feature

Because product backlog items are lightweight and dont

include details

we need a way to pass along expectations about a productbacklog item

Iterate the tests, too!


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Just as we iterate over the meaning of arequirement

we iterate over the precision of a test

We start with a simple test plan and thensimultaneously:

Add more test cases

Increase the precision of the test cases

4. Refactoring (design improvement)


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Refactoring

Simplifying or improving the code without

changing its behavior

Its kind of rule of design for repeated changes

Automated unit tests ensure nothing breaks

Allows programmers to refactor with confidence

Always leave the code cleaner than youfound it.


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Thank you!

day2_planninganagileproject

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