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Coaching, Coding and Learning By George Evjen

Book Notes: 'Scrum The Art of Doing Twice the Work in Half the Time' By Jeff Sutherland 


Size Does Matter, but Only Relatively

  • You have your list, you have prioritized the list
    • Now you have to figure out just how much effort, time and money the project will take.
  • We are horrible at estimating time - but pretty good at comparing one thing to another.
  • Assigned 1, 2, 3, 5, 8, 13, 21
    • Fibonacci Sequence - its all around us.
  • If one person estimates something as a five, and another person an eight - we can see the difference.

 

The Oracle of Delphi

  • A list of prioritized things is good. How do we figure out what is a 5 or an 8.
  • How do we make sure our estimates line up with everyone elses.
  • People assume that if everyone else is going along with something their reservations are silly or misinformed.
  • 'Informational Cascade'
    • An informational cascade occurs when its optimal for an individual, having observed the actions of those ahead of him, to follow the behavior of the preceding individual without regard to his own information.'
    • It's critical to apply your own judgement and use other estimates to improve your own - not replace it.
  • The other well-known problem is the 'Halo Effect'
    • When one characteristic of something influences how people will perceive other unrelated characteristics.
    • The Apple Ipod gave all apple's products a veneer of coolness.
  • How to prevent one person's false assumptions from spoiling the opinion of others.

 

Planning Poker

  • Takes a broad array of opinions, attempts to remove as much bias as possible and with informed yet anonymous statements - into an accepted estimate.
  • We're talking estimates - not ironbound schedules.
  • This simple method is a way to avoid any kind of anchoring behavior - such as bandwagon or halo effects.
  • Allows the team to share knowledge on a particular task.
  • Only the people doing the work know how long and how much effort it will take.
  • Teams are individual and unique.

 

There are No Tasks; There are Only Stories.

  • Problem is - you're not getting, or giving enough information to actually do the job right.
  • We have an understanding of characters, desires and motivations.
  • When creating a story
    • First - think about who - character or role of that person
      • Who is this task being done for.
    • Second - What - what we want done in the first place.
    • Third - motivation - why does this character want this thing.
  • Before you prioritize what needs to be done
    • You need to define the character, the user or the customer
    • You need to know their likes, dislikes, passions…
    • Then you need to understand their motivations.
  • This will all influence how you'll estimate things.

 

Write Short Stories

  • You want to make sure they are small enough you can estimate them.
  • The team decides how the work will be accomplished.
  • A whole collection of stories is called an 'Epic'

 

Be Ready and Be Done

  • When you are writing stories - it is important to know two things.
    • Is this story ready
    • How will you know when it's done.
  • Bill Wake - Bill says that for any story to be ready it needs to meet the INVEST criteria
    • Independent
    • Negotiable
    • Valuable
    • Estimable
    • Small
    • Testable
  • For each story to be pursued there should be a 'definition of ready'
    • And what is the definition of done.

 

Sprint Planning

  • What can we accomplish in this sprint.

 

Know Your Velocity

  • You can start answering the question as to when things will be done.
  • Now we know how to measure what the team is actually doing.
  • Count up all the stories that are completed - for that week - total the points they were estimated at - that number is our velocity.
  • After you know your velocity - you can start to figure out what is keeping you from going faster.
  • In six weeks we will know the velocity - but I can give you a list of what is getting our way.  Your job to remove them as fast as possible.
    • Examples:
    • Not empowering people to make decisions
    • Onerous technical requirements.
    • People not showing up for meetings.
    • Not having people in the same room.
    • There are process, personality and procedure problems.
Posted on Monday, July 18, 2016 3:15 PM Scrum | Back to top


Comments on this post: Scrum - Doing Twice the work in half the time - 8

# re: Scrum - Doing Twice the work in half the time - 8
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thanks for sharing
Left by equator solution on Aug 05, 2016 3:33 AM

# re: Scrum - Doing Twice the work in half the time - 8
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These tips will definitely help you start your project with very little or no problems. - Bath Planet
Left by Bernadette Miles on Sep 08, 2016 2:06 AM

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