03 Traditional vs Agile Planning - FS25.pptx

Software Engineering Process Models: Traditional vs Agile - Introduction

1. SepC Traditional vs. Agile Planning Marla Landolt SepC FS25

2. Learnings for today Requirements in Agile Frameworks: User Story Difference Traditional vs. Agile Planning and Estimation Why Story Points are used for estimation Planning Poker vs. Magic Estimation No-Estimate 2

3. Traditional vs Agile Projects 3

4. Traditional Planning Processes 4

5. Traditional Project Planning - 5 Step Overview Break into a phase process What goals , milestones as rough timeline ? Requirement structure Estimates and Detail plan schedule Budget & Costs 5 Project Management Triangle

6. Traditional Cost Planning - Overview 6 www.projektmagazin.de ‘Was Projektleiter über Kosten wissen soltlen’ Teil 2

7. Agile Requirements Scrum verstehen und erfolgreich einsetzen - _Kap3-10Epics&UserStories See Teams channel for file (as pdf) 7

8. Agile Requirements – What and how 8 Card Conversation Confirmation (1) (1) Jeffries 2000

9. Requirements and planning - Estimation Estimation No-Estimate Techniques 9

10. Why Do We Estimate ? To Plan ––When will something be done? To Schedule ––What order should we do things in? To Hire ––Do we need more people to do the work? To Price ––How much will it cost? To Guide Investment ––Is doing something worth it? 10 Prediction is very difficult, especially about the future Niels Bohr, Danish physicist

11. Traditional Effort Estimations Factors which influence : Technology Product Process Model Resource type 11

12. Other Resources – Traditional and Agile 12 Technological (Architecture stack: customer vs. own) Equipment Contracts, Licenses Office and Meeting Space ( Teleconferencing and Tools )

13. Traditional Project model planning : Work Package/Project Work Estimation Techniques Rule of Thumb Comparison Assessment Workshop Historical key figure use Combine the above to get a middle value 13

14. Agile: Estimation to Schedule and Budget 14 Desired Features Estimate size Derive duration Schedule Derive effort Derive budget

15. Measures Of Size Agile Story points Ideal days Older models Lines of code Function points 15

16. Estimate Size; Derive Duration 16

17. Agile requirements – Story Points for estimation & metrics The “bigness” of a task Influenced by How hard it is How much of it there is Story Points are unit-less Story Points are a relative measure A 2-Point Story is supposed to take twice as long as a 1-Point Story Example: A login screen is a 2. A search feature is an 8. As a user, I want to be able to have some but not all items in my cart gift wrapped. 17

18. Comparing the Approaches Story points help drive cross-functional behavior Story point estimates do not decay Story points are a pure measure of size Estimating in story points is typically faster My ideal days cannot be added to your ideal days Ideal days are easier to explain outside the team Ideal days are easier to estimate at first Ideal days can force companies to confront time wasting activities 18

19. Key Characteristics of Story Points Forces the use of relative estimating Studies have shown that relative estimating is better* Focuses on estimating the size, not the duration Duration is derived empirically by the velocity (seeing how much has been completed per time) Puts estimates in units that can be added together Time based estimates are not additive 19 *Lederer and Prasad, 1998. A Causal Model for Software Cost Estimating Error and Vicinanza et al., 1991. Software Effort Estimation: An Exploratory Study of Expert Performance

20. Use the Right Units Can you distinguish a 1-point story from a 2? How about a 17 from an 18? Use a set of numbers that make sense; these have proven to be reasonable 1, 2, 3, 5, 8, 13 Stay mostly in a 1-10 range 20

21. Planning Poker An iterative serial approach to estimating Steps Each estimator is given a deck of cards, each card has a valid estimate written on it Fib ––1,2,3,5,8,13,20,30 Product owner reads a story and it’s discussed briefly Each estimator selects a card that’s her estimate Cards are turned over so all can see them Clarify differences (especially outliers) Re-estimate until estimates converge 21

22. Planning Poker—an example Erik Martine Inga Tor 3 8 2 5 Estimator Round 1 5 5 5 8 Round 2 22 Clarify differences

23. Magic Estimation https://www.youtube.com/watch?v=QocEro1J65Y (8 minutes) 23

24. Group exercise – Magic (Relative) Estimation 24

25. Relative Estimation – the XP way Parallel estimation Stories are categorized rather than individually estimated Prevent from having too detailed discussions Fast, a lot of stories can be estimated in a short time Reference stories to estimate stories created later 25

26. Relative Estimation the XP way Sort the stories according to effort Add the points to the stories start with 2 Double or 1.5 times? Etc. 26 1 2 3 5 6 8 Too big 4 4 times as big!

27. Planning Poker Sequential Can be slow Each story is looked at individually Different understanding gets explicit Requires more discipline to get consistent Relative/Magic Estimation Parallel Fast Categorization of stories Different understanding gets explicit Easier to be consistent 27

28. Planning Poker https://www.youtube.com/watch?v=gE7srp2BzoM – 5’ ASK! What disadvantages might this have? Sequential Can be slow Each story is looked at individually Different understanding gets explicit Requires more discipline to get consistent 28