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feature buffer is created when a product’s requirements are prioritized and it is acknowledged that not every feature may be delivered.
schedule buffer, on the other hand, is created by including in the schedule an amount of time that reflects the uncertainty inherent in a team’s size.
First,
We’re good at knowing when something hasn’t been started, and we’re fairly good at knowing when it’s done. We should assess work to be in one of those two states and leave it at that.
Second,
Third,
a team has unfinished stories at the end of an iteration, they are working with features or stories that are too large.
Velocity should be calculated using an all-or-nothing rule. If a story is finished, the team counts its full estimate when counting velocity. If a story is partially completed during an iteration, it is not counted at all when determining velocity.
release burndown chart shows the number of story points or ideal days remaining in the project as of the start of each iteration.
bar
chart
In Process, unless the tests are specified. You may not need a Tests Specified column, but it’s a useful, visible reminder to a team that is trying to become accustomed to specifying acceptance tests before coding a feature.
Do this!
legacy bugs.
approach allows a team to correct legacy defects at whatever rate the product owner chooses.
can lead to “evaluation apprehension” (Sanders 1984). When estimators are apprehensive about providing an estimate, the familiar “fight or flight” instinct kicks in, and estimators rely more on instinct than on analytical thought (Jørgensen 2004).
inherent amount of variability in your commute regardless of how you travel, how far you must go, and where you live. If you drive to work, no amount of driving skill will eliminate this variability.
Tracking individual velocity leads to behavior that works against the success of the project. Suppose it has been announced that individual velocity will be measured and tracked from iteration to iteration. How do you think individuals will respond? If I am forced to choose between finishing a story on my own and helping someone else, what incentive does measuring individual velocity give me?
If most of your stories can be completed by a single person, you should reconsider how your stories are written. Normally,
feature breakdown structure rather than a work breakdown structure of the project. Because it is the completion of features, rather than the completion of the tasks that add up to a feature, that adds value to a product, the Gantt chart is drawn showing features.
It is easy to plan an entire project using standard tasks without really understanding the product being built. When planning by feature, the team has a much better understanding of the product.”
When we create a plan early in a project and do not update the plan as we acquire new knowledge, we lose the opportunity to synchronize the plan with reality.
velocity
feature is complete. It
stick with what you can know: 0% and 100%.
Summary
Review this again!
You can think about tasks, but you commit to stories.”
list everyone’s availability for the next two weeks,
But what do ‘indifferent,’ ‘reverse,’ and ‘questionable’ mean?”
Plans are always point-in-time predictions. We just found a better future to aim at.
Frank was surprised by Allan’s interest, though. Normally, Allan, one of the most hardcore technical people in all of Bomb Shelter, wanted nothing to do with business discussions.
“So how long will the project take if we add the characters?” Phil asked. Frank was surprised, but pleasantly, that the question had been directed at Allan.
