Download - Working effectively with user stories
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WORKING EFFECTIVELY WITH USER STORIES Ken Power
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Agenda • Sizing (large) sets of User Stories quickly • Definition of Ready • Backlog Grooming • Daily tracking of progress of User Stories
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About me
• My day job § Co-Founder, Agile Office at Cisco § Internal Agile & Lean Coach/Consultant
• Extra-curricular activities § Fellow of the Lean Systems Society (http://LeanSystemsSociety.org/) § Award-winning publications in Agile and Lean product development § Frequent speaker at major international Agile and Lean conferences § Involved in organizing international Agile and Lean conferences § Industry/academic collaborative research on Agile and Lean software development § Blog: http://SystemAgility.com/
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Size: How big is the work?
Duration: How long will it take?
Date: When will the work be done?
Staffing: Who will do the work?
What are we estimating?
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RELATIVE SIZING
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How big is the pile of work?
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SIZING USER STORIES
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1 2 3 5 8 13 21 34
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The Basic Steps
http://systemagility.com/using-silent-grouping-to-size-user-stories/
Power, Ken. "Using Silent Grouping to Size User Stories." In Agile Processes in Software Engineering and Extreme Programming 12th International Conference (XP 2011). Madrid, Spain: Springer Lecture Notes in Business Information Processing (LNBIP), 2011.
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1 2 3 5 8 13 21 34 Do something cool
As a User I want to do something cool with the product So that I can benefit in some way
Do something cool
As a User I want to do something cool with the product So that I can benefit in some way
Do something cool
As a User I want to do something cool with the product So that I can benefit in some way
Do something cool
As a User I want to do something cool with the product So that I can benefit in some way
Do something cool
As a User I want to do something cool with the product So that I can benefit in some way
Do something cool
As a User I want to do something cool with the product So that I can benefit in some way
Do something cool
As a User I want to do something cool with the product So that I can benefit in some way
Do something cool
As a User I want to do something cool with the product So that I can benefit in some way
Do something cool
As a User I want to do something cool with the product So that I can benefit in some way
Do something cool
As a User I want to do something cool with the product So that I can benefit in some way
Do something cool
As a User I want to do something cool with the product So that I can benefit in some way
Do something cool
As a User I want to do something cool with the product So that I can benefit in some way
Do something cool
As a User I want to do something cool with the product So that I can benefit in some way
Do something cool
As a User I want to do something cool with the product So that I can benefit in some way
Do something cool
As a User I want to do something cool with the product So that I can benefit in some way
Do something cool
As a User I want to do something cool with the product So that I can benefit in some way
Do something cool
As a User I want to do something cool with the product So that I can benefit in some way
Do something cool
As a User I want to do something cool with the product So that I can benefit in some way
Do something cool
As a User I want to do something cool with the product So that I can benefit in some way
Do something cool
As a User I want to do something cool with the product So that I can benefit in some way
Do something cool
As a User I want to do something cool with the product So that I can benefit in some way
Do something cool
As a User I want to do something cool with the product So that I can benefit in some way
Do something cool
As a User I want to do something cool with the product So that I can benefit in some way
Do something cool
As a User I want to do something cool with the product So that I can benefit in some way
Do something cool
As a User I want to do something cool with the product So that I can benefit in some way
Do something cool
As a User I want to do something cool with the product So that I can benefit in some way
Do something cool
As a User I want to do something cool with the product So that I can benefit in some way
Do something cool
As a User I want to do something cool with the product So that I can benefit in some way
Do something cool
As a User I want to do something cool with the product So that I can benefit in some way
Do something cool
As a User I want to do something cool with the product So that I can benefit in some way
Do something cool
As a User I want to do something cool with the product So that I can benefit in some way
Do something cool
As a User I want to do something cool with the product So that I can benefit in some way
Do something cool
As a User I want to do something cool with the product So that I can benefit in some way
Do something cool
As a User I want to do something cool with the product So that I can benefit in some way
Do something cool
As a User I want to do something cool with the product So that I can benefit in some way
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The 6 myths of Product Development
D.#G.#Reinertsen,#“The$principles$of$product$development$flow$:$second$genera8on$lean$product$development”.#Redondo#Beach,#Calif.:#Celeritas,#2009.###S.#Thomke#and#D.#Reinertsen,#"Six$Myths$of$Product$Development,"#Harvard#Business#Review,#vol.#90,#pp.#84G94,#May#2012#
High utilization of resources [and people] will improve performance Processing work in large batches
improves the economics of the process Our plan is great; we
just need to stick to it
The more features we put into a product, the more customers will like it
We will be more successful if we get it right the first time
The sooner the project is started, the sooner it will be finished
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Waste in Product Development “Eliminating waste is the most fundamental lean principle, the one from which all the other principles follow. Thus, the first step to implementing lean development is learning to see waste.”
- Poppendieck and Poppendieck 2003
1. Extra Features 2. Delays 3. Handoffs 4. Extra Processes 5. Partially Done Work 6. Task Switching 7. Defects 8. Unused Employee
Creativity
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Premature Precision “Both business and programmers are tempted to fall into the trap of premature precision. Business people want to know exactly what they are going to get before they authorize a project. Developers want to know exactly what they are supposed to deliver before they estimate the project. Both sides want a precision that simple cannot be achieved, and are often willing to waste a fortune trying to attain it.”
- Robert C. Martin (Uncle Bob) “The Clean Coder: A Code of Conduct for Professional Programmers”
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STARTING RIGHT
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Reminder: Definition of Done
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Sycnhronization Point Definitions of Ready & Done act as focusing anchors for teams, management, and everyone involved in creating and delivering the product
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Concept Happy User
Do something cool
As a User I want to do something cool with the product So that I can benefit in some way
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Product Owners
Team
Leve
l of F
ocus
on
the
Use
r Sto
ry
Concept TStart TEnd Ship It Done Accept Time
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Product Owners
Team
Leve
l of F
ocus
on
the
Use
r Sto
ry
Concept TStart TEnd Ship It Done Accept
Done
Time
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Product Owners
Team
Leve
l of F
ocus
on
the
Use
r Sto
ry
Concept TStart TEnd Ship It Done Accept
Ready
Done
Time
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Product Owners
Team
Leve
l of F
ocus
on
the
Use
r Sto
ry
Concept TStart TEnd Ship It Done Accept
Ready
Done
Time
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Product Owners
Team
Leve
l of F
ocus
on
the
Use
r Sto
ry
Concept TStart TEnd Ship It Done Accept
Ready
Done
Time
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Product Owners
Team
Leve
l of F
ocus
on
the
Use
r Sto
ry
Concept TStart TEnd Ship It Done Accept
Ready
Done
Time
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Product Owners
Team
Leve
l of F
ocus
on
the
Use
r Sto
ry
Concept TStart TEnd Ship It Done Accept
Ready
Done
Time
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Product Owners
Team
Leve
l of F
ocus
on
the
Use
r Sto
ry
Concept TStart TEnd Ship It Done Accept
Ready
Done
Time
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Product Owners
Team
Leve
l of F
ocus
on
the
Use
r Sto
ry
Time Concept TStart TEnd Ship It Done Accept
Ready
Done
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Why have a Definition of Ready?
• So everyone knows when a User Story is really ready to be pulled in by the team § It does not need to be “100% defined” with all acceptance criteria, etc. § It does need to be “ready enough” so that the team is confident they can successfully deliver
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Exercise/Discussion:
So, what do we need to do to make sure a User Story is really Ready to be pulled
in by the team?
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Definition of Ready for a User Story
• User Story defined • User Story Acceptance Criteria defined • User Story dependencies identified • User Story sized by Delivery Team • Scrum Team accepts Ux artefacts • Performance criteria identified, where appropriate • Person who will accept the User Story is identified • Delivery Team has reviewed and accepted the User
Story • Team has a good idea what it will mean to Demo the
User Story
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Definition of Ready for an Iteration
• The Iteration Backlog is prioritized • The Iteration Backlog contains all defects, User
Stories and other work that the team is committing to § No hidden work § Examples of ‘other work’ might include lab setup, build environment maintenance, creating a test app, working on your manager’s pet project, supporting another product
• All team members have noted their capacity for the Iteration
• All User Stories meet Definition of Ready
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“Never pull anything into a Sprint that is not Ready. Never let
anything out of a Sprint that is not Done.”
- ? Sorry: can’t recall the Source!
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Consequences of not being Ready • The Team is estimating and forecasting that they can
finish vague and incomplete stories. • They waste time and energy trying to get clarity from the
Product Owner on exactly what the story means. • People get frustrated and annoyed and run around in
circles rather than getting down to work. • That one vague story actually turns out to be five real
stories once the work is actually begun. • They work on the wrong thing, or the right thing in the
wrong way, forcing the work to be re-done. Jeff Sutherland (2012). "The Dangers of Not Being Done, Or Ready For That Matter”. Available from http://scrum.jeffsutherland.com/
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BACKLOG GROOMING
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Continuously Groom the Backlog and Re-evaluate where you are
Scope Current Active Iteration
(Iteration N)
Next Iteration (Iteration N
+1)
Iteration N+2 to N+3
Distant Future
(Iteration N+4 and Beyond)
% Certainty
75% 50% 25% N/A
Backlog Item
granularity
Epics, User Stories, Use
Cases
Epics, Themes,
Features, Use Cases
Epics, Themes, Features,
Ideas
Ideas, Features,
Themes, Wish lists
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TRACKING PROGRESS
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Typical Daily Standup questions • What did you do since we last met? • What will you do before we meet again? • What obstacles are in your way?
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But …
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Dreyfus model for individual, team and organization progression
Novice
Advanced Beginner
Competent
Proficient
Expert
3-5 x
5 – 10+ x
1-2 x
Breakeven
Performance
Competence / Capability
Not aware that the problem exists, or can’t conceive that there is a different
way of doing things
Little or no experience;
Need a recipe
Can start to break away from fixed rules, but have difficulty
troubleshooting; Can start using advice in correct
context; Can start formulating some
principles but no “big picture”; No holistic understanding, and
don’t want it yet
Need the big picture Frustrated by oversimplified information Can reflect on previous poor task performance; can reflect and revise to perform better next time Can learn from experience of others; can understand and apply maxims (as distinct from recipes)
Primary sources of knowledge and information in any field Continually look for better methods and better ways of doing things Vast body of experience they can tap into and apply in the right context Work from intuition, not reason Can distinguish between irrelevant details and important details
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Pay attention to body language
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Planned (Ready) In Progress Ready for
Test Done Accepted
Focus on the Work Items
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Add some project context
27 days since last Customer Release 48 days to next Customer Release 6 days to end of Iteration 4 open defects
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Add some event context
27 days since last Customer Release 48 days to next Customer Release 6 days to end of Iteration 4 open defects
Time Off: Mary (Holidays – 3d) Joe (Holidays – 1 wk) John (Training – 2d) Exec Demo Tue 13th Customer Visit Thursday 15th
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Time Off: Mary (Holidays – 3d) Joe (Holidays – 1 wk) John (Training – 2d) Exec Demo Tue 13th Customer Visit Thursday 15th
Understand how the work is aging
27 days since last Customer Release 48 days to next Customer Release 6 days to end of Iteration 4 open defects
Story Title
As a .. <user who requires this
feature> I want ..
<goal> So that...
<business justification>
||| Story Title
As a .. <user who requires this
feature> I want ..
<goal> So that...
<business justification>
|||| || \
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Time Off: Mary (Holidays – 3d) Joe (Holidays – 1 wk) John (Training – 2d) Exec Demo Tue 13th Customer Visit Thursday 15th
Personalize the Work Items using Avatars
27 days since last Customer Release 48 days to next Customer Release 6 days to end of Iteration 4 open defects
Story Title
As a .. <user who requires this
feature> I want ..
<goal> So that...
<business justification>
||| Story Title
As a .. <user who requires this
feature> I want ..
<goal> So that...
<business justification>
|||| || \
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Identified In Progress Resolved
Keep an Obstacle Board Becomes a record of
improvements
Obstacle Title
Scrum Master: Name Date Opened: 8-Jan-2012 Date Closed: 14-Feb-2012 Description: alsdals,d askdkas asdkma Asdasd lasdlkalskd alksdl asd asdaskl Resolution: askdmkasd asd asdj nasd Asdasdj asjdj nasd
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The best time to have Daily Standups is at natural break points in the day
Time: Monday Tuesday
09:00
12:30
Lunch Time
1:30
5:00
First thing in the morning
Just before Lunch
Late in the afternoon
Just after Lunch
Just examples: your times may
vary
Lunch Time
Uninterrupted Focus Time Uninterrupted
Focus Time
Uninterrupted Focus Time Uninterrupted
Focus Time
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Size User Stories using Silent Grouping
Don’t start working on anything that is not Ready
Understand the life cycle of the work through User Stories
Continuous groom your backlog to get things Ready
Summary
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Thank You!