Should we stop using story
points and velocity?
Prasanna Vaste
Agile India 2014
資工碩一
陳懿婷
102522113
Outline
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Introduction:Why Estimate?
Motivation
Methodology
Advantage
Conclusion
Introduction:Story point and velocity
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Story point:
What:分析完成一個story所需花費的effort。
When:在estimate session中評估。
How:常見的Planning Poker。
• Velocity:每個sprint結束後，團隊真正完成的
story point數量。
Introduction:Why Estimate?
1.Track velocity
2.Decide scope for the Iteration
—Story point & velocity
3.Help Prioritize stories
4.Help Release planning
Motivation
• Estimation takes lot of time and effort.
• PM tend to relate these estimates to number of days
it will take to complete the story.
• In some teams estimate is equal to deadline.
以上情況導致-In lack of confidence on development
team when stories take more time to complete.
So…They use of simple Metric
for Project Process Measurement
-Use Story Count
Methodology
常見的Scrum作法
New Project
Product
Backlog
30
10
Story point=200
20
假設1 sprint
完成20 point
Velocity=每個sprint過後完成的story point數量為多少
約需要10個
Spring來完成
Methodology
作者的作法
New Project
Story Count
sprint 1
(1 week )
Velocity
計算
Number of stories on backlog
Number of story
completed in a sprint
完成的Story Count數量
要花多少個
Sprint來完成
MVP scope
兩者差異
• Story切割的方式-Story Point vs Same size
• Project Progress MeasurementStory Point vs Story Count
• Velocity定義方式-Story Point vs Story Count
Advantage
How Story count helped
• Product owner and Team were happy with this
change as:
• Less Math, more effective planning
• Better way to track change in scope
• More focus on completing stories which give
higher business value instead of quick gain in
story points.
作者建議
• You can evolve your estimation process
from
“Story Points(Ideal Days)→Relative
sizing→Counting cards→Cycle time”
Conclusion
• Stop wasting time trying to estimate a
nerver ending Backlog.
• There’s no evidence that that will help you
predict the future any better than just
counting the number of stories “Done”!
備註:Product Backlog
備註: MVP(minimum viable
product)
• 用最快最簡單的方式建立一個可用的產品
的原型，來表達產品的效果，進而補充細
節。