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Agile Estimation
Zeist, 10 juni 2013Sid B. Dane
2By Sid B. Dane | Copyright © Capgemini 2012. All Rights Reserved
Agile Estimation | june 2013
Contents
Cone of UncertaintyYesterday’s WeatherPrinciples of Agile EstimationLean Software DevelopmentReaching ConsensusReferencesContact information
3By Sid B. Dane | Copyright © Capgemini 2012. All Rights Reserved
Agile Estimation | june 2013
Cone of Uncertainty
Le
ss
go
od
Better
4By Sid B. Dane | Copyright © Capgemini 2012. All Rights Reserved
Agile Estimation | june 2013
Yesterday’s weather
Principles of Agile Estimation
6By Sid B. Dane | Copyright © Capgemini 2012. All Rights Reserved
Agile Estimation | june 2013
7By Sid B. Dane | Copyright © Capgemini 2012. All Rights Reserved
Agile Estimation | june 2013
8By Sid B. Dane | Copyright © Capgemini 2012. All Rights Reserved
Agile Estimation | june 2013
9By Sid B. Dane | Copyright © Capgemini 2012. All Rights Reserved
Agile Estimation | june 2013
10By Sid B. Dane | Copyright © Capgemini 2012. All Rights Reserved
Agile Estimation | june 2013
11By Sid B. Dane | Copyright © Capgemini 2012. All Rights Reserved
Agile Estimation | june 2013
12By Sid B. Dane | Copyright © Capgemini 2012. All Rights Reserved
Agile Estimation | june 2013
13By Sid B. Dane | Copyright © Capgemini 2012. All Rights Reserved
Agile Estimation | june 2013
14By Sid B. Dane | Copyright © Capgemini 2012. All Rights Reserved
Agile Estimation | june 2013
15By Sid B. Dane | Copyright © Capgemini 2012. All Rights Reserved
Agile Estimation | june 2013
Lean Software Development
17By Sid B. Dane | Copyright © Capgemini 2012. All Rights Reserved
Agile Estimation | june 2013
Origin
Lean software development is a translation of lean manufacturing and lean IT principles and practices to the software development domain. Adapted from the Toyota Production System, a pro-lean subculture is emerging from within the Agile community.
Bron: Wikipedia
18By Sid B. Dane | Copyright © Capgemini 2012. All Rights Reserved
Agile Estimation | june 2013
Lean Software Dev: 7 principles and 22 tools
Eliminate Waste Seeing Waste, Value Stream Mapping
Amplify Learning Feedback, Iterations, Synchronization,
Set-Based Development
Decide as Late as Possible Options Thinking, The Last
Responsible Moment, Making Decisions
Deliver as Fast as Possible Pull Systems, Queuing Theory, Cost of
Delay
Empower the Team Self-Determination, Motivation,
Leadership, Expertise
Build Integrity In Perceived Integrity, Conceptual
Integrity, Refactoring, Testing
See the Whole Measurements, Contracts
"Think big, act small, fail fast; learn rapidly“ --- Mary and Tom Poppendieck
Reaching consensus
21By Sid B. Dane | Copyright © Capgemini 2012. All Rights Reserved
Agile Estimation | june 2013
Five requirements of consensus decision-making
Inclusion. As many community members as possible should be involved in the process. Nobody should be excluded or left out (unless they ask to be excluded).
Participation. Not only is every person included, but each and every person is also expected to participate by contributing opinions and suggestions. While there are various roles that others may have, each person has an equal share (and stake) in the final decision.
Co-operation. All the people involved collaborate and build upon each other's concerns and suggestions to come up with a decision or solution that will satisfy everyone in the group, rather than just the majority (while the minority is ignored).
Egalitarianism. Nobody's input is weighed more or less than anyone else's. Each has equal opportunity to amend, veto, or block ideas.
Solution-mindedness. An effective decision-making body works towards a common solution, despite differences. This comes through collaboratively shaping a proposal until it meets as many of the participants' concerns as possible.
22By Sid B. Dane | Copyright © Capgemini 2012. All Rights Reserved
Agile Estimation | june 2013
I.N.V.E.S.T. in your Stories
IndependentNegotiableValuableEstimable
Small enoughTestable
23By Sid B. Dane | Copyright © Capgemini 2012. All Rights Reserved
Agile Estimation | june 2013
So many stories, so little time…
“Don’t spend too much time on estimating.
The goal of the estimates is to gain a general understanding of the cost of the
system or product. This is used to determine whether it is economic to
develop it. Be aware of diminishing returns.
Do enough, but not too much.”
24By Sid B. Dane | Copyright © Capgemini 2012. All Rights Reserved
Agile Estimation | june 2013
Timebox per story estimate
An egg timer can be used to ensure that discussion is structured; the Moderator may at any point turn over the egg timer and when it
runs out all discussion must cease and another round of
poker is played. The structure in the conversation is re-introduced by the soap
boxes.
25By Sid B. Dane | Copyright © Capgemini 2012. All Rights Reserved
Agile Estimation | june 2013
Different opinions: average or max?
What happens to the sprint if…• The 5’s got it and it turned out to be an 8?• The 8’s got it and it turned out to be a 5?
26By Sid B. Dane | Copyright © Capgemini 2012. All Rights Reserved
Agile Estimation | june 2013
Questions?
Questions?Questions?
27By Sid B. Dane | Copyright © Capgemini 2012. All Rights Reserved
Agile Estimation | june 2013
References
Dr. Christoph Steindl (IBM): Estimation in Agile projectsKen Schwaber: Scrum MethodologyMike Cohn: Agile Estimation and PlanningGunther Verheijen: Scrum KickstartWikipedia:
Planning Poker Lean Software Development
WikiHow: How to Reach a ConsensusMary and Tom Poppendieck: Lean Software DevelopmentSid B. Dane: Optimization has no Business Value
28By Sid B. Dane | Copyright © Capgemini 2012. All Rights Reserved
Agile Estimation | june 2013
Contact information
• Capgemini Nederland B.V. Reykjavikplein 1 3543 KA Utrecht
• Sid B. Dane
@SidOnAgile
http://nl.linkedin.com/in/siddane/
The information contained in this presentation is proprietary.© 2012 Capgemini. All rights reserved.
www.capgemini.com
About Capgemini
With more than 120,000 people in 40 countries, Capgemini is one of the world's foremost providers of consulting, technology and outsourcing services. The Group reported 2011 global revenues of EUR 9.7 billion.Together with its clients, Capgemini creates and delivers business and technology solutions that fit their needs and drive the results they want. A deeply multicultural organization, Capgemini has developed its own way of working, the Collaborative Business ExperienceTM, and draws on Rightshore ®, its worldwide delivery model.
Rightshore® is a trademark belonging to Capgemini