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Epics and Agile Planning

Epics and Agile Planning. Dilbert on Estimating. 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.

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Epics and Agile Planning

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  1. Epics and Agile Planning

  2. Dilbert on Estimating

  3. 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.

  4. For what answers are we looking? When will I get my stuff? How long will it take? How do we know how much to do in a sprint? How much will it cost?

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

  6. 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

  7. 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

  8. What do we get if… Total features in P B/L features per interval of time length of interval

  9. How long will it take… • The Release Plan Oooo…

  10. What are these things really? • Might be simple statements of need • Might be use cases • Often they are User Stories.

  11. User Stories What are User Stories? • Theyare simple statements that • tag(represent) our customers' requirements, wants and needs. • They are notthe • requirements themselves.

  12. User Story A good format As a < role > I can < do something > so that < I can accomplish something >.

  13. User Story For Example As a Theatre Patron I can reserve a seat on-line so thatI am sure I can go to the play.

  14. Good Stories Are... Independent Negotiable Valuable Estimable Small Testable

  15. Not all stories are created equal… As a Theatre Patron I can choose a seat from a seat map so thatI can sit where I want. As a Theatre Patron I can pay for my chosen seat so thatI can complete my reservation. As a Theatre Patron I can reserve a seat on-line so thatI am sure I can go to the play.

  16. Fits nicely into one sprint… Independent Negotiable Valuable Estimable Small Testable As a Theatre Patron I can choose a seat from a seat map so thatI can sit where I want. As a Theatre Patron I can pay for my chosen seat so thatI can complete my reservation. Sprint 1 to 4 weeks

  17. What about the rest of INVEST? Independent Negotiable Valuable Estimable Small Testable As a Theatre Patron I can reserve a seat on-line so thatI am sure I can go to the play.

  18. The Epic User Story Often not Independent By definition, not Small But very key to knowing…

  19. How much is there? 3 3 2 5 8 8 20 20 30 40 Total: 180

  20. How much is there?

  21. 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. 3 3 2 5 8 8 20 20 30 40

  22. The cost of Small Small Epic

  23. Avoid breaking down every story to Small because it takes time away from delivery -and- It wastes effort on lower priority features

  24. The Epic User Story Also key to…

  25. Ambiguity is natural and supports agile principles Allows an agile endeavor to get started sooner

  26. Ambiguity permits the management of a large amount of information Encourages delaying commitments while providing fresher information

  27. Epic stories promote healthy ambiguity and delivers the most important features sooner

  28. Embrace Epicness

  29. In a future session… Epic Small I wonder how…

  30. Plans are nothing. Planning is everything. -Dwight D. Eisenhower

  31. All Done! • Gary.McCants@ImprovingEnterprises.com

  32. Questions? www.synerzip.com Hemant Elhence hemant@synerzip.com 469.322.0349

  33. Synerzip in a Nut-shell • 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 • 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 • Actually reduces risk of development/delivery • Experienced team - uses appropriate level of engineering discipline • Practices Agile development – responsive, yet disciplined • Reduces cost – dual-shore team, 50% cost advantage • Offers long term flexibility – allows (facilitates) taking offshore team captive – aka “BOT” option

  34. Our Clients

  35. Thanks! www.synerzip.com Hemant Elhence hemant@synerzip.com 469.322.0349 Call Us for a Free Consultation! 37

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