Agile Estimating and Planning
Terms in this set (25)
Estimates should be on a predefined scale. Features that will be worked on in the near future that need fairly reliable estimates should be made small enough that they can be estimated on a ... scale from 1 to 10, such as 1, 2, 3, 5, 8.
Expert Opinion, Analogy, and Disaggregation
To arrive at an estimate, we rely on ...
You re-estimate only when your opinion of the ... size of one or more stories has changed.
... have the advantage of helping promote cross-functional team behavior. Additionally, because they are a more pure measure of size, they do not need to be re-estimated if the team improves in a technology of the domain. It is often faster estimating in ...
... have the advantages of being more easily explained to those outside the team and of being easier to get started with (Story points or ideal days
... are a group of related User Stories.
There are four factors to be considered when prioritizing:
- The financial value of having the features.
- The cost of developing (and perhaps supporting) the new features.
- The amount and significance of learning and new knowledge created by developing the features.
- The amount of risk removed by developing the features.
Revenue that is obtained by new customers.
Revenue that is obtained by adding new functionalities to existing software. This kind of revenue is received from existing customers.
Revenue that is lost if a project or theme is not developed.
Revenue that is generated by reducing the cost or increasing the efficiency of some process.
Threshold Features (must-have)
... are those features that must be present in the product for it to be successful.
... are the ones for which "the more, the better". The customer satisfaction is correlated linearly with the quantity of the feature.
... are those features that provide great satisfaction, often adding price premium to a product.
A story may be split based on the operations inherent in the story (CRUD);
A story may be made smaller by ignoring performance targets.
Avoid splitting a story into the development tasks that will be necessary to implement the feature.
- The length of the release being worked on;
- The amount of uncertainty;
- The ease of getting feedback;
- How long priorities can remain unchanged;
- Willingness to go without feedback;
- The overhead of iteration;
- How soon a feeling of urgency is established.
Historical Averages, Run a Few Iterations, or Make a Forecast
For estimating velocity, you can use:
A ... is created when a product's requirements are prioritized and it is acknowledged that not every feature may be delivered. DSDM, for example, recommends that 30% of the effort of the project be considered optional, which creates a feature buffer for the project. If time runs short, the schedule can still be met by dropping items in the ...
A ... is created by including in the schedule an amount of time that reflects the uncertainty inherent in a team's size.
On highly complex projects with many interteam dependencies, it can be helpful to incorporate ... into the plan.
A .. is useful for presenting a high-level view of a team's progress toward implementing the various themes planned in a project.
Cumulative Story Points Chart
... shows the total number of story points completed through the end of each iteration.
Internal Rate of return
... expresses the return on a project in percentage terms. It is a gauge of how quickly money invested in a project will yield value.
Net Present Value
... is a measure of how much money a project can be expected to return (in today's present value).
An additional way of look a cash flow stream is as the amount of time required to earn back the initial investment. This is called...
Discounted Payback Period
... we apply the appropriate discount factor to each item in the cash flow stream. This is called...
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