#No estimates #smidig15 oslo
Transcript of #No estimates #smidig15 oslo
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–SVEN SCHNEE, @MRSNOW76,
#NoEstimates
The Art of Getting your Product Development back
on Track
Source: N@ncyN@nce, Some rights reserved
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Sven Schnee
@MrSnow76
mrsnow76.blogspot.de
slideshare.net/MrSnow7
6
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[email protected] SMS: +49 172 835 4210
http://j.mp/NoEstimates-Book
Get your Free Copy of the Book!
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R E A S O N S F O R
E S T I M A T I N G
source: Phil Gerbyshak, some rights reserved
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I N V E S T M E N T
D E C I S I O N S A N D
P R I O R I T I S A T I O N
REASONS FOR ESTIMATING
Source: epSos .de, some rights reserved
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Source: VersionOne 9th State of Agile Survey
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• Investments and projects are run by “how long does it
take, how much does it cost”
• Backlogs are prioritised by how long does it take,
because it’s easier
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R I S K M I T I G A T I O NREASONS FOR ESTIMATING
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• Complex features normally are riskier and take longer,
estimation unveils complex features
• Most complex items should be prioritised high or
highest, to avoid failing late
• if you don’t know how long it takes, will you make that
critical market window or that fixed date?
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W E W A N T T O K N O W W H E N
W E ’ R E D O N E
REASONS FOR ESTIMATING
Source: Moyan Brenn, some rights reserved
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• Developers are WTF!?#…
• Project managers are..
• Middle managers want to make sure that senior
management is happy with the progress
• Senior management needs to report to the investors
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What we already know…
source: thinboyfatter, some rights reserved
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F E A T U R E S F O R T H E
N E X T 1 - 3 M O N T H S
WHAT WE ALREADY KNOW
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W H A T W E W E R E A B L E T O
D O T H E L A S T 3 - 6
M O N T H S
WHAT WE ALREADY KNOW
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H O W M U C H M O N E Y W E
C A N S P E N D
WHAT WE ALREADY KNOW
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T H E R I G H T S L I C I N G I S T H E A R T O F
# N O E S T I M A T E S
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S T O R YF E A T U R EE P I CT H E M E
AGILE BREAKDOWN OF THE WORK
T H E R I G H T S I Z E W H E N Y O U N E E D
I T
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O N L Y W H A T I S N E E D E D
N O W , N O T M O R E
AGILE BREAKDOWN OF THE WORK
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D O N ’ T F O C U S O N M O R E
T H A N 2 - 3 M O N T H S
AGILE BREAKDOWN OF THE WORK
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A P R O J E C T
G E T S D E L A Y E D
O N E D A Y A T A
T I M E
THE RIGHT SLICING
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T H E O N L Y R E A L M E A S U R E O F
P R O G R E S S I S R U N N I N G T E S T E D
S O F T W A R E
A PROJECT GETS DELAYED ONE DAY AT A T IME
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H O W D O C O M P A N I E S M E A S U R E T H E
“ S U C C E S S ” O F T H E I R P R O J E C T S ?
A PROJECT GETS DELAYED ONE DAY AT A T IME
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Source: VersionOne 9th State of Agile Survey
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W H E N I S A N A G I L E
I N I T I A T I V E C O N S I D E R E D
S U C C E S S F U L ?
A PROJECT GETS DELAYED ONE DAY AT A T IME
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Source: VersionOne 9th State of Agile Survey
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S O L V E D E P E N D E N C I E S
E A R L Y , I N T E G R A T E
O F T E N
A PROJECT GETS DELAYED ONE DAY AT A T IME
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D O N ’ T A C C E P T
E X C U S E S
A PROJECT GETS DELAYED ONE DAY AT A T IME
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H O W T O A P P L Y
# N O E S T I M A T E S
source: Keoni Cabral, some rights reserved
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M A K E A L L
W O R K V I S I B L E
APPLY #NOESTIMATES
source: Rich Savage, some rights reserved
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Team1
Team2
Team3
Team4
Team5
Team6
Team7
Team8
Team9
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S T O P E V E R Y T H I N G T H A T I S
N O T D E L I V E R I N G R E A L
V A L U E
MAKE ALL WORK VISIBLE
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P R O J E C T S H A V E H U G E
O V E R H E A D W H E N T H E Y A R E
L O N G - T E R M
MAKE ALL WORK VISIBLE
by Joseph Bylund, some rights reserved
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D O N ’ T S T A R T T O O
M A N Y T H I N G S I N
P A R A L L E L
MAKE ALL WORK VISIBLE
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V I S U A L I S E A N D
I D E N T I F Y T H E
Q U E U E S T H A T
Y O U H A V E
APPLY #NOESTIMATES
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S T A R T W I T H T H E
T E A M S
VISUALISE AND IDENTIFY THE QUEUES
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A F T E R T H E T E A M S F I N D A L L
S U B M A R I N E S A N D E L I M I N A T E
T H E M
VISUALISE AND IDENTIFY THE QUEUES
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Joe
JaneJudy
JosephJanine
Jim
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G A T H E R T H E
D A T A O F Y O U R
T E A M S P A S T
V E L O C I T Y
APPLY #NOESTIMATES
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O N L Y F O R
C O M P A R A B L E P E R I O D S
I N T I M E
GATHER TEAMS PAST VELOCITY
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D O N ’ T C O U N T T A S K S ,
B U G S A N D O T H E R
GATHER TEAMS PAST VELOCITY
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C R E A T E Y O U R
F I R S T B U R N -
U P
APPLY #NOESTIMATES
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H O W T O C R E A T E Y O U R F I R S T B U R N -
U P
1. sum up all the Scope that you know of
2. don’t break down future work (4- x months)
3. if you have a fixed end date add an “optimum” line
4. fill in the changed scope and finished scope every
week or sprint
5. start managing the scope
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S O M E
C O M P A R I S O N
APPLY #NOESTIMATES
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Source: Vasco Duarte #NoEstimates presentation
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#NoEstimates
RegularEstimates
“The chart is a snapshot of one team of 20+ teams over a 2 year period.” – Cory Foy
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N O W L E T M E T E L L Y O U
A S E C R E T
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T H E S E C R E T B E H I N D
# N O E S T I M A T E S
• Every team has their average story size
• Product Owners can learn how to create chunks of 1-3
days of work
• Teams can produce finished increments every sprint
• You’ll have the most accurate forecast ever FOR
FREE
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S O M E M O R E
C O M P A R I S O N
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A long project
24Sprints
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Disclaimer...This is only one project!
Find 21 more at: http://bit.ly/NoEstimatesProjectsDB
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After just 3 sprints
# of Stories predictive powerStory Points predictive power
The true output: 349,5 SPs
completed
The predictedoutput: 418 SPs
completed
+20%
The true output: 228 Stories
The predictedoutput: 220
Stories
-4%!
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After just 5 sprints
# of Stories predictive powerStory Points predictive power
The true output: 349,5 SPs
completed
The predictedoutput: 396 SPs
completed
+13%
The true output: 228 Stories
The predictedoutput: 220
Stories
-4%!
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S O M E S I M P L E
M A T H
APPLY #NOESTIMATES
source: Dylan Ng, some rights reserved
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S A M P L E C A L C U L A T E D C O S T O F
D O I N G E S T I M A T E S F O R A O N E Y E A R
P R O J E C T
5 Minute / Story Discussion
x # Stories
x # Number Team Members
5 x 5 x 8 = 200 Minutes
x 2 week’s sprints = 53/2 = ~25 sprints
25 x 200 = 5000 Minutes = 83 hours = ~3,5 days
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S T O P E S T I M A T I N G N O W A N D Y O U ’ L L
G A I N H A L F A S P R I N T E V E R Y Y E A R
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W R A P I T U P
APPLY #NOESTIMATES
source: Jim Bauer, some rights reserved
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S C R U M A N D A L S O
# N O E S T I M A T E S C A N N O T W O R K
W I T H O U T X P
V A R I A B I L I T Y , C O M P L E X I T Y ,
A C C I D E N T A L C O M P L I C A T I O N A R E
N A T U R A L E N E M I E S O F E S T I M A T E S
C R E A T E T R A N S P A R E N C Y T A C K L E
Y O U R C O D E Q U A L I T Y A N D F I X Y O U R
R E Q U I R E M E N T S F U N N E L
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T H A N K Y O U !
– S V E N S C H N E E , @ M R S N O W 7 6 ,
S V E N . S C H N E E @ O I K O S O F Y . C O M