Agile Fundamentals Virtual Slides Ed2 R1 20181029

First page 1 Next page Last page

Agile Fundamentals Instructor-Led Virtual

• Become familiar with the virtual classroom tools, including how to raise your hand • Be sure to download the course materials

Welcome!

Agile Fundamentals

About This Course

This course contains material from PMI Agile Certified Practitioner (PMI-ACP) ® Exam Prep ― Updated Second Edition by Mike Griffiths, which is copyrighted material of, and owned by, RMC Publications, Inc., copyright 2015.

PMI is a registered mark of the Project Management Institute, Inc.

This course contains material from A Guide to the Project Management Body of Knowledge (PMBOK ® Guide) — Sixth Edition, which is copyrighted material of, and owned by, Project Management (PMI), copyright 2017. This course has been developed and reproduced with the permission of PMI. Unauthorized reproduction of this material is strictly prohibited.

Continued on nextslide -Continued

About This Course (Continued)

This course uses the following terms copyrighted by the Project Management Institute, Inc.: Project Management Institute (PMI) ® , PMI Agile Certified Practitioner (PMI-ACP) ® , and A Guide to the Project Management Body of Knowledge (PMBOK ® Guide). RMC Project Management, Inc. has been reviewed and approved as a provider of project management training by the Project Management Institute (PMI). As a PMI Registered Education Provider (R.E.P.), RMC Project Management, Inc. has agreed to abide by PMI-established quality assurance criteria. IIBA ® , the IIBA ® logo, BABOK ® Guide and Business Analysis Body of Knowledge ® are registered trademarks owned by International Institute of Business Analysis. Endorsed Education Provider ™ , EEP ™ , and the EEP logo are trademarks owned by International Institute of Business Analysis. RMC Project Management is an endorsed education provider of IIBA.

© 2018 RMC Learning Solutions ® . All rights reserved. This document is not for use or disclosure outside of those who attend this course and may not be copied or reproduced in any manner, in whole or in part, without the prior written consent of RMC Learning Solutions ® . (Ed2 R1 20181029)

Agile Fundamentals Instructor-Led Virtual

This document contains proprietary materials copyrighted to:

RMC Learning Solutions Phone: (952) 846-4484 Web: www.rmcls.com E-mail: info@rmcls.com

This document is not for use or disclosure outside of those who attend this class and may not be copied or reproduced in any manner, in whole or in part, without the prior written consent of RMC Learning Solutions.9

About RMC Learning Solutions

– Project Management, Business Analysis, Agile – Numerous learning solutions and products ranging from self-study, to eLearning, to classroom, to instructor-led virtual • International reach– Currently train in 60 regions and 18 languages • Outcome-based learning through professional instructors, coaches, and mentors • Founded in 1991 by Rita Mulcahy • Trained over 750,000 in technical skills, soft skills, and business knowledge

About your instructor…

Agile Fundamentals Instructor-Led Virtual

Virtual Classroom Tools

Slides

• Raise

your hand • Mute / Unmute • Away • Chat

Workbook

• Feedback • Breakout

Course Objectives

• Differentiate between agile and the traditional approach • Use agile chartering and high-level estimating principles to initiate a project • Create personas and user stories • Develop and manage a product backlog • Apply servant leadership principles • Plan and conduct a basic iteration review and iteration retrospective

Ground Rules

• Stay involved— Refrain from multi-tasking • Ask questions— Raise your hand • Share your experiences • Offer ideas • Timing— Breaks • Mute microphones

Agile Fundamentals Instructor-Led Virtual

Course Agenda

• Agile Principles & Manifesto • Agile Delivery Teams

• Project Initiation • Release Planning • Inside the Iteration

Class Administration

Lunch

Exercises & Discussions

Breaks

Certificate of Completion

Poll: Experience

1. Expert– I could teach this course 2. Intermediate– I’ve dabbled 3. Novice– New and/or inexperienced 4. Agile? I’m here to learn it all! What is your experience with Agile?

Agile Fundamentals Instructor-Led Virtual

Chat: Expectations

What would you like to take away from this course? Are there any specific issues you hope agile will help you eliminate?

Please send me your answers in Chat.

Agile Principles & Manifesto

Project Myths

Myth

Reality

• Customers know exactly what they want • Developers know exactly how to build it • Nothing will change along the way

• Customers discover what they want when they see/experience it • Developers discover how to build it when they build it • Many things change along the way

Agile Fundamentals Instructor-Led Virtual

The Gulf of Evaluation

IKIWISI

I’ll Know It When I See It

The Agile Value Proposition

Agile Fundamentals Instructor-Led Virtual

Agile Is a Mindset

• Agile is a way of thinking, a mindset or philosophy based on agile values , principles & practices • Agile is not a specific process, framework, or tool • Agile thinking can be manifested through many different practices

Many Practices

12 Principles

4 Values

Agile Mindset

The Agile Manifesto

The Agile Manifesto: Values

We are uncovering better ways of developing software by doing it and helping others do it, and through this work we have come to value :

Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan

While there is value in the items on the right, we value the items on the left more

Agile Fundamentals Instructor-Led Virtual

Exercise: Reflect on Agile Principles

• Read the Manifesto Principles and complete the chart • What does this principle mean? What was the intent behind it? What is it trying to say? • Give examples of the impact of not using the principle Instructions: Work as a team

Duration: 15 minutes

Review: Reflect on Agile Principles

-Continued

Review: Reflect on Agile Principles (Continued)

Agile Fundamentals Instructor-Led Virtual

Unifying Themes

Early Delivery of Value

• Deliver useful functionality in an early release • Generate an early stream of value or revenue • Minimize unneeded features and waste

A B C A B C A B C …

Predictive planning…

delivers value at end

A A A B B B C C C …

delivers value earlier Adaptive planning… Result: Minimally marketable features

Inverted Constraint Triangle

Traditional: Known (fixed) scope; estimate time and cost (scope is rarely best defined up front) Agile: Emerging (variable) scope; fixed time and cost if there is flexibility on scope priorities

Agile Fundamentals Instructor-Led Virtual

Iterative and Incremental

Agile practices are both iterative and incremental:

Iterative (Iteration level)

Incremental (Release level)

Chat: Inspect and Adapt

Agile teams focus on continuous improvement and learning throughout the project How does your organization practice continuous improvement?

Please send me your answers in Chat.

Summary of Agile Methodologies

• Scrum: Provides an agile project management framework • XP: Extreme Programming focuses on agile engineering practices • Kanban and Lean: Limits work in progress and optimizes flow

Agile Fundamentals Instructor-Led Virtual

“A team is a small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable.” —TheWisdomofTeams, Katzenbach&Smith

Agile Delivery Teams

Agile Delivery Team Participants

Sponsors

Development Team

Product Owners/ Customers

ScrumMaster/Coach/ Team Leader

An agile team has everything and everyone they need to deliver a working slice of tested, documented, and deployable software

Development Team

• Cross-functional team of less than 12 people • Organizes itself and the iteration work

– Backlog of tasks – Story sign-off

• Team members are generalizing specialists

Agile Fundamentals Instructor-Led Virtual

Generalizing Specialists

• Jack of many trades; master of a few • Not generalists! • Willing and able to help with other tasks to achieve the team’s goals • Examples: – BA helps with testing – Web developer helps write backend code – Developer helps with testing and/or requirements

Agile Teams Are Self-Organizing

• They self-organize to meet the iteration goals • Product owner determines priorities and what will be built • Team decides how it will be built Most powerful capability of an agile team: They are empowered and self-organizing!

ScrumMaster / Coach / Team Leader

Helps/Ensures:

• Team follow the process • People improve— servant leader

• Promotes cooperation— removes barriers • Facilitate stand-ups, planning, and reviews • Progress is radiating and plan is alive • Team self-govern and collaborate

Agile Fundamentals Instructor-Led Virtual

Product Owner/Customer

• Owns product backlog • Decides on release dates, content • Prioritizes (grooms) backlog (i.e., content of next iteration) • Reviews and adjusts priorities for each iteration • Represents team of people • Facilitates stakeholder engagement and manages their expectations

Sponsor

• Provides direction to product owner

• Should have access to iteration reviews to see incremental value being delivered • Interested in value and cost

Team Meetings

• Daily stand-up • Iteration planning meeting • Iteration review • Iteration retrospective Examples:

Agile Fundamentals Instructor-Led Virtual

Building a High-Performance Team

Stages of Team Formation

• “Me” thinking stage. Conflicts and disagreements result from people looking out for their own Interests.

• Getting-to-know-you stage. Lots of questions about purpose, team, roles.

Forming Storming

Performing

Norming

• “We” thinking stage. Team begins to norm around a common purpose and goal and show signs of healthy team dynamics.

• “Efficient processes” stage. Team is working on Improving their processes so they are lean and efficient.

Tuckman’s Model of Team Formation

Team Norms and Working Agreements

• Team norms are about the team

• Team working agreements are usually about a specific project (like project norms) – Teams align and self-govern themselves – A team comes together to agree on a set of behaviors they expect of each other

Agile Fundamentals Instructor-Led Virtual

Managing Conflict

Agile ScrumMasters, coaches & team leaders should face conflict directly by: • Skillfully determining its severity • Mindfully deciding if intervention is needed • Courageously refusing to “settle” by avoiding it

LyssaAdkins, CoachingAgileTeams:ACompanion forScrumMasters,AgileCoaches, andProject Managers inTransition (Upper Saddle River,NJ:Addison-Wesley, 2010), p. 204.

Facilitating Team Meetings

Examples:

• Daily stand-ups • Iteration planning meetings • Iteration reviews • Iteration retrospectives

Continued on nextslide -Continued

Facilitating Team Meetings (Continued)

• Agile ScrumMaster/Coach/Team Leaders facilitate by creating a “container” in which the team can create the “content” • Effective facilitation skills help increase your ability to: – Hold effective collaboration meetings – Communicate effectively through everyday, informal conversations

Continued on nextslide -Continued

Agile Fundamentals Instructor-Led Virtual

Facilitating Team Meetings (Continued)

• Incorporate each person’s input • Use methods such as: Participatory team decisions – Multi-dot voting – Fist-of-five voting – Planning poker

Servant Leadership

What Is Servant Leadership?

• Lead the team by setting a shared vision and empowering them • Serve the team by shielding them from interruptions and removing obstacles to their progress • Focus on the people. Only contented, motivated people will be able to reach their targets and meet expectations. • The essence is helping the team grow

Agile Fundamentals Instructor-Led Virtual

Agile’s Inverted Leadership Hierarchy

Team members create value

Downward- Serving Model

• Shielding the team from interruptions • Removing impediments to their progress • Communicating the project vision

Agile leaders serve the team by:

Shifting to Servant Leadership

• Your role is to empower your team to reflect, think, discover, and make their own decisions – Think, analyze, collaborate • Ask, don’t tell

– What would you recommend? – Do you have what you need?

• Listen, don’t talk

Building Trust

• Trust: Feeling of confidence or conviction that the process will unfold within a dependable framework that embodies order and integrity • What destroys trust: – Blame, finger pointing – Command and control leadership – Fear of making mistakes

– Talking behind someone’s back – Motivated only by self-interests

Agile Fundamentals Instructor-Led Virtual

Whiteboard Exercise: Servant Leadership

• Is there someone you know who behaves like a servant leader? Share this with your team. • Use the whiteboard to list characteristics of a servant leader. Instructions: Work as a team

Duration: 10 minutes

Chat: Section Review

• Agile Delivery Teams What topic did you find valuable in this section? • The Agile Value Proposition – Unifying Themes – Agile Manifesto

Please send me your answers in Chat.

The Agile Process

Agile Fundamentals Instructor-Led Virtual

The Agile Process Overview

Exercise: Ball Point

• Watch the 5 videos of a team demonstrating release planning, iterations, and retrospectives • In your Workbook, note items of interest • There will be a discussion after each video Instructions:

Debrief: Ball Point

• Be open to new ideas • Identify obstacles and bottlenecks early and remove • Failure is okay as long as you learn from it • Create meaning for the work • Attempt a stretch goal • Recognize and celebrate

Agile Fundamentals Instructor-Led Virtual

Feasibility and Initiation

Feasibility

• Project visioning • Prepare business case • Project approval

Project Initiation

Agile Fundamentals Instructor-Led Virtual

Project Chartering

Chartering aligns the team by establishing common:

• Vision • Goals & objectives • Scope • Availability • Values • Success measures • Working agreements

Non-Aligned Team Aligned Team

Continued on nextslide -Continued

Project Chartering (Continued)

Team Charter

Project Charter

• Values • Strengths • Logistics • Working agreement • Definition of done (story)

• Vision • Goals • Measures of success • Trade-off matrix • Challenges/roadblocks • Definition of done (project)

Brainstorming and Visioning Sessions

Techniques • Interviewing • Surveys • Modeling • Role play personas

Brainstorming Guidelines • Establish requirements • All ideas are good ideas

• Do not evaluate • Use sticky notes • Use straw and multi-dot voting

Agile Fundamentals Instructor-Led Virtual

Creating a Vision Statement

The vision statement should summarize the goal, scope, and motivation behind the project, as in Geoffrey Moore’s “Elevator Pitch” template:

• For [target client] • Who [statement of need/opportunity] • The [product] is a [product category] • That [compelling benefit] • Unlike [primary competitive alternative] • Our Product [primary differentiation]

What is our goal? Why do this?

-Continued

Creating a Vision Statement (Continued)

Example:

For a person who enjoys watching movies Who wants to watch from the Internet The Online Movie System is a web membership portal That offers immediate viewing of movies Unlike DVD delivery membership sites Our Product provides ease of browsing, renting, or buying movies, with immediate delivery.

What is our goal? Why do this?

Geoffrey Moore’s Elevator Pitch

“Design the Product Box” Visioning Technique

Think of your solution as a product you have to sell, using the limited space on the front and back of the product box. What would you say?

Front of Box:

• Product name • Graphic • 3 or 4 key selling points or objectives

Bill Shakelford’s Design the Box Back of Box: • Product description • Features list • Operating requirements

Continued on nextslide -Continued

Agile Fundamentals Instructor-Led Virtual

“Design the Product Box” Visioning Technique (Continued) Step 1: Create a Shared Vision

CRS Reporting

PMO

Best Practices

Help & Advice

Standards

Portfolio View

Sales



Templates

PMO

CRS

Real-time Project Stats

PM Resources

Prod.

Rep.

Metrics

• Replicates all existing static reports • Combines real-time sales and production data • Allows user-generated reports

• Add value with every interaction • Comprehensive current portfolio view • Standardized best practices & deliverables

-Continued

“Design the Product Box” Visioning Technique (Continued)

• Goals are high-level descriptions of the vision • Define high-level scope: “What are we hoping to achieve?” • Examples: Step 2: Define the Project Goals – Provide more shipping options online

– Improve customer satisfaction by offering more personalized options – Increase revenue by up-selling complementary products

Exercise: Design the Product Box

Instructions: Online Movie System Description The Online Movie System allows members to browse, rent (play once) or buy (download) movies from the Internet

• Front: Name, top 3 features • Rear : 10-15 sub-features • Rear: System requirements • Teams present their concept

Product Name

10-15 sub-features on back

1 - 2 - 3 -

Agile Fundamentals Instructor-Led Virtual

Sample: Design the Product Box

Sample product box for online movie system:

Personas

• Representations of real people • Assist in clarifying product value to its users • May include extreme characters Simple and visible stakeholder profiles that help us understand solution users

How do you identify stakeholders?

Continued on nextslide -Continued

Personas (Continued)

Methods to identify stakeholders for creating personas include:

• Role brainstorming • Interviews • Use case diagrams • Surveys • Focus groups • Shadowing

Continued on nextslide -Continued

Agile Fundamentals Instructor-Led Virtual

Personas (Continued)

Name

Picture

• Alliteration makes it easier to remember (“Harried Henry”).

Description

Values

• Helps us understand the context in which the persona will interact with the system. • Avoid details that have nothing to do with the system. • The key is to be able to imagine the person and “be in their shoes” after reading the description.

• What value do they want the system to give them? • What are they looking forward to getting out of the system? • Try to stay away from writing features (“what”) or the “how” of things at this point. Focus on “why.”

-Continued

Personas (Continued)

Harried Henry

Description:

Values:

• Quick access to a selection of movies he might like • Recommendations for movies he might like based on past viewing • Low cost entertainment

• Henry is always short on time but loves to watch movies • He wants to quickly find movies by his favorite actor and by type (action, drama) • Henry is moderately comfortable with technology

Product Backlog

Agile Fundamentals Instructor-Led Virtual

Key Concepts

• Product backlog • Requirements decomposition

• Progressive elaboration • Managing the backlog

Product Backlog

• Lists all functional & nonfunctional work the team needs to do to produce a deliverable product • Reasons to have a backlog include clear: – Communications with stakeholders and development team – Definition and tracking of scope • Provides one place to list all desired work on the project

Continued on nextslide -Continued

Product Backlog (Continued)

Story/Feature

Story # Priority

Sample product backlog for the online movie system:

As a system sponsor I want to create a website As a system sponsor I want to create a movie database As a system sponsor I want to create web site content As a system sponsor I want to load the database with movie files

4.1 4.2

1 2

4.3 4.4

3 4

As a registered member I want “Buy Movie” functionality As a registered member I want “Rent Movie” functionality As a registered member I want “Add Review” functionality As a system sponsor, I want “Bill Customers” functionality

1.1

3.3

3.4

3.1

Agile Fundamentals Instructor-Led Virtual

Requirements Decomposition

• Decomposition breaks down the requirements from high-level outcomes into:

– Features: The functionality needed to deliver the desired outcome – Stories: Chunks of 1 to 3 days of work – Tasks: The details required to complete the stories

• These high-level outcomes can be used to create the product roadmap

Continued on nextslide -Continued

Requirements Decomposition (Continued)

High- Level

Details Just in Time

Small

Medium

BusinessRules

Story 1

AcceptanceTests

FeatureA

Story 2

UI Wireframe

Requirement

FeatureB

Story 3

ActivityDiagram

Tasks

Progressive Elaboration

• Based on the concept of planning horizons – Release: Updated throughout the project – Iteration: Planning high-priority work for the upcoming iteration – Current day: Usually done during a daily stand-up meeting

• Forces us to make adjustments after looking at more distant horizons

Agile Fundamentals Instructor-Led Virtual

Managing the Backlog

• Work is represented in a backlog • Backlog is prioritized with the next-most important work at the top • Work is pulled from the top

to ensure the next-most important item is being worked on

Continued on nextslide -Continued

Managing the Backlog (Continued)

As new work is discovered, it is

New Work

added to the backlog with the appropriate priority

(Feedback, bugs, new functionality )

Continued on nextslide -Continued

Managing the Backlog (Continued)

Summary:

• Backlog provides a single place to find and manage all project deliverables • Product owner is responsible for ordering the backlog for maximum business value • Team works from the top of the backlog • Agile offers several methods for managing changes to the backlog

Agile Fundamentals Instructor-Led Virtual

Creating User Stories

User Story Is …

A description of desired functionality from the perspective of the user or customer that involves 1-3 days of work

Rent a movie

View menu

Place an order

Continued on nextslide -Continued

User Story Is … (Continued)

Not just a written statement― each user story requires the three Cs:

Card

Conversation

Confirmation

Agile Principle 6: “The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.”

Continued on nextslide -Continued

Agile Fundamentals Instructor-Led Virtual

User Story Is … (Continued)

• A planning tool • A contract to communicate • Written from user’s perspective (not the system’s) • Insufficient to implement without a conversation between customer and delivery team

• Set in a context for interpretation (otherwise requirements are often interpreted out of context)

Why Doesn’t Agile Use Specifications?

• Details are usually not known in advance • Time-consuming to write and tedious to read (thousands of “ The system shall…”) • Team needs to learn and adapt as they go • Not accommodating to agile’s iterative, incremental delivery process

User Story Template

-Continued

Agile Fundamentals Instructor-Led Virtual

User Story Template (Continued)

As a System Administrator , I want to get a report of expiring members (within one month), to send them renewal incentives and prevent customer loss Report of Expiring Members

-Continued

User Story Template (Continued)

Browse Movies by Genre

As a Customer , I want to browse movie listings by genre , to find movies I want to rent

Exercise: Writing User Stories

Instructions : Work as a team

In your Workbook, use the story template to write 2 stories for users of your product

• 1 customer story • 1 employee story Duration : 8 minutes

Agile Fundamentals Instructor-Led Virtual

Attributes of a Good Story

I ndependent N egotiable V aluable E stimatable S mall T estable

INVEST

Credit for the INVESTacronym: BillWake (www.xp123.com).

-Continued

Attributes of a Good Story (Continued)

INVEST

• Independent

– Easier to estimate and prioritize

– Not contracts – Leave or imply some flexibility • Negotiable • Valuable

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

Continued on nextslide -Continued

Attributes of a Good Story (Continued)

• Estimatable

INVEST

– Plans are based on user stories; need to be able to estimate them

• Small

– Complete in one iteration – Bigger if further off on the horizon

• Testable – Easy, binary way of knowing when a story is finished – Done or not done; no “partially finished” or “done except”

Agile Fundamentals Instructor-Led Virtual

Chat: Attributes of a Good Story

Using INVEST, how could you make your user stories better?

Please send me your answers in Chat.

Establishing Acceptance Criteria

• How we test the story from a business perspective • This is the immutable part of the confirmation • Business rule examples are data-driven

• Test with VISA, MasterCard and American Express • Test with Diner’s Club • Test with bad and missing 3 digit codes • Test with expired cards • Test with a purchase amount over the card limit “A customer can pay for shopping cart items using a credit card”

The Definition of “Done”

• Agree up front on the definition of “done” • Different levels of done: Project, Release, Story • Involve entire team in defining done • Example: – Finished writing code; user has approved feature; unit tests all run successfully; no open issues in tracking system

What is your definition of “done”?

Continued on nextslide -Continued

Agile Fundamentals Instructor-Led Virtual

The Definition of “Done” (Continued)

Story Level • Pass unit testing on workstation (developer verifies all user test cases pass) • All code checked in and tagged in version control correctly (iteration #, story #) • Code review completed • Brand applied to each page • All acceptance test cases have passed • User tested and accepted in Test Integration Environment

Integration Level • No Severity l or ll Defects Release Level • All Process Change Management stories “Done” • No Severity l or ll Defects

100

Story Writing Workshops

• Involve as many

team members and stakeholders as possible • Goal is to brainstorm, write as many user stories as possible, and group them together • Leave prioritization and evaluation for later

Continued on nextslide -Continued

101

Story Writing Workshops (Continued)

• Prepare room with sticky notes, flip charts, markers • Need effective facilitator to run meetings and keep people on track • Radiate output from visioning sessions

102

Agile Fundamentals Instructor-Led Virtual

Chat: Concept Review

• User stories • Why doesn’t agile use specifications? • User story template • Attributes of a good story (INVEST) • The definition of “done” • Story writing workshops • How does your team define done?

Please send me your answers in Chat.

103

High-Level Estimation and the Product Roadmap

104

When to Estimate

…

105

Agile Fundamentals Instructor-Led Virtual

What Is an Estimate?

• Measures of project:

– Size (function points, use case points, story points) – Effort (hours, person-months) – Duration (days, months) – Cost ($) • Agile estimates are presented as ranges or probabilities

– Reflect level of confidence in the estimate – Manage expectations

106

Why Is Estimating Difficult?

• Every project is unique • Products are often hard to describe • Few companies collect metrics to improve their estimates

107

Who Should Estimate?

– Valuable insights – Technical domain knowledge • Involve the team

• Involve the product owner

– Understand activities and tasks – Gain commitment to project plan

• Involve others

– Have done this before or have similar experience

108

Agile Fundamentals Instructor-Led Virtual

Tricks for Agile Estimating

• Be aware of the stage of your project • Do not use estimates to drive delivery • Use an appropriate method of estimation and level of detail – Too granular too early may lead to waste and/or imply a false sense of precision – Do the least amount of specifying and estimating possible to make a responsible commitment at each level

109

Types of Estimation

• High-level: Affinity • Story-level: Planning Poker

110

Hours vs. Story Points

• “Hours and days” attempt to estimate the effort of a feature and the velocity of people working on it • How long it takes to complete a task depends on who is doing it • When multiple people are completing a story, it is unrealistic to estimate the hours for their combined efforts

111

Agile Fundamentals Instructor-Led Virtual

Relative Sizing vs. Absolute Sizing

112

Exercise: Relative Sizing

Instructions: Work as a team

1. Determine the “fruit points” for each fruit listed on the next slide 2. Identify the advantages and disadvantages of using this method 3. When instructed , send me your answers in Chat

Duration: 8 minutes

-Continued

113

Exercise: Relative Sizing (Continued)

Items to Estimate:

• Watermelon • Banana • Date • Cantaloupe

• Peach • Orange • Pineapple • Apple

114

Agile Fundamentals Instructor-Led Virtual

Estimating in Story Points

• The “bigness” of a task • Influenced by: – How difficult it is – How much of it there is

• Relative values are important

– Login screen is a 2 – Search feature is an 8

• Points are unit-less • Cannot compare points of different teams

115

Product Roadmap

With high-level estimates for the feature backlog, the question is: • When will we finish the project? • How long will the releases will be? • Approximately how many releases and iterations are needed to finish the project? • What will be in releases 1 and 2, and when will they be ready?

Continued on nextslide -Continued

116

Product Roadmap (Continued)

• Visioning exercise to evaluate the most valuable features necessary to achieve the vision • High-level velocity estimates – Used to determine how many iterations it will take to get the backlog completed and allow for buffers

117

Agile Fundamentals Instructor-Led Virtual

Chat: Estimate

When do agile teams estimate?

Please send me your answers in Chat.

118

Release Planning

120

Agile Fundamentals Instructor-Led Virtual

Mapping and Decomposing Stories

121

Story Mapping

• Adds dimension to the flat, agile backlog

• Describes how a system will come into being through time • Creates a high-level view of your project while addressing the need to prioritize individual stories

Continued on nextslide -Continued

122

Story Mapping (Continued)

123

Agile Fundamentals Instructor-Led Virtual

Breaking Down Large Stories

Large stories need to be broken down so they can be development-ready • Compound: Stories have other independent stories within them • Complex: One big, independent story; to get it done, break it down to reduce its complexity

124

Sample: Compound Stories

As a movie buyer I want to browse the list of available movies

As a movie buyer I want to purchase a movie

As a movie buyer I want to view the details of a movie

As a movie buyer I want to purchase a movie from the details page

125

End-to-End Slice of the System

“As a customer, I want to watch movies on my mobile device.”

126

Agile Fundamentals Instructor-Led Virtual

Story-Level Estimation

127

Planning Poker

“Planning Poker” is based on the “Wideband Delphi” convergent estimation technique

Thismethodwas first describedbyJamesGrenningin 2002and laterpopularizedbyMikeCohnin the book AgileEstimatingand Planning .PlanningPoker® is a registered trademarkofMountainGoatSoftware, LLC.

-Continued

128

Planning Poker (Continued)

How to do it:

1. Give each estimator a deck of cards with a different estimate number on each card 2. Moderator reads a user story; discuss briefly 3. Each estimator selects a card for the estimate 4. When instructed, estimators show their cards simultaneously 5. Discuss differences (especially outliers) 6. Re-estimate until estimates converge

Just enough level of detail discussion

129

Agile Fundamentals Instructor-Led Virtual

Exercise: Sizing Your Story Backlog

Instructions: Work as a team In your Workbook, review the “Online Movie System” user stories

• Evaluate value and risk

• When instructed, enter the value into the Poll • Discuss any variances – Estimate using 1, 2, 3, 5, 8, 13 & 21

Duration: 15 minutes

130

Example: Velocity and Points

Average Iteration Velocity = 12 pts

131

Estimating Initial Velocity

• Ask the team: “Which stories in this release can you commit to getting ‘Done’ during the first iteration? Be realistic, based on your capacity.” • These stories become team’s initial velocity • You can also do a “mock planning meeting” – Example: Team thinks they can get the first 4 stories on the list completed, which total 15 points

132

Page 2 Page 3 Page 4 Page 5 Page 6 Page 7 Page 8 Page 9 Page 10 Page 11 Page 12 Page 13 Page 14 Page 15 Page 16 Page 17 Page 18 Page 19 Page 20 Page 21 Page 22 Page 23 Page 24 Page 25 Page 26 Page 27 Page 28 Page 29 Page 30 Page 31 Page 32 Page 33 Page 34 Page 35 Page 36 Page 37 Page 38 Page 39 Page 40 Page 41 Page 42 Page 43 Page 44 Page 45 Page 46 Page 47 Page 48 Page 49 Page 50 Page 51 Page 52 Page 53 Page 54 Page 55 Page 56 Page 57 Page 58 Page 59 Page 60 Page 61 Page 62 Page 63 Page 64 Page 65 Page 66 Page 67 Page 68 Page 69 Page 70 Page 71 Page 72 Page 73 Page 74

Made with FlippingBook HTML5