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Epics and Agile Planning
August DFW Scrum User Group
Dilbert on Estimating
For what answers are we looking?
• 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
Sprint1 to 4 weeks
Team (BA, QA, Dev, etc.) createsand estimates Sprint Backlog (tasks)
DemonstrableRelease
Daily Scrum< 15 minutes
Burn down
Demo1/2 day
Sprint Retrospective1/2 day
Burn up
velocity
Scrum
Product BacklogThe essential planning tool
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
Velocity
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
What do we get if…
Total features in P B/L
features per interval of timelength of interval
The Release Plan
User Stories
They are simple statements that
tag (represent) our customers'
requirements, wants and needs
They are not the
requirements themselves.
User StoriesWhat are User Stories?
User StoryA good format
As a < role >
I can < do something >
so that < I can accomplish something >.
User StoryFor Example
As a Theatre Patron
I can reserve a seat on-line
so that I am sure I can go to the play.
Value
Relative Size
Acceptance Criteria
User StoriesKey adornments for User Stories
Good Stories Are...
Independent
Negotiable
Valuable
Estimable
Small
Testable
The Epic User Story
It is a story, just bigger
Does INVEST apply?
The Epic User Story…
Independent
Negotiable
Valuable
Estimable
Small
Testable
The Epic User Story
Often not Independent
By definition, not Small
But very key to knowing…
Estimation Interlude…
The Epic User Story
…back at the Lance, er, ranch…
Often not Independent
By definition, not Small
But very key to knowing…
How much is there?
The Epic User Story
Also key to…
Ambiguity is natural
and supports agile principles
Allows an agile
endeavor to get started sooner
Ambiguity permits the management of a large amount of
information
Encourages delaying commitments while providing
fresher information
Healthy ambiguity
delivers the most
important features sooner
Plans are nothing. Planning is everything.
-Dwight D. Eisenhower
©2008 Improving Enterprises, Inc.
©2008 Improving Enterprises, Inc.
©2008 Improving Enterprises, Inc.
It’s a partnership that we’re after…
©2008 Improving Enterprises, Inc.
Payoffs of the partnership
©2008 Improving Enterprises, Inc.
Payoffs of the partnership
©2008 Improving Enterprises, Inc.
Payoffs of the partnership
©2008 Improving Enterprises, Inc.
Payoffs of the partnership
©2008 Improving Enterprises, Inc.
Conclusion
You can improve your business by doing your part to help IT become agile:
Participating as team members.
Supplying and/or supporting ScrumMasters.
Becoming Product Owners.