Should we stop using story points and velocity? Prasanna Vaste Agile India 2014 資工碩一 陳懿婷 102522113 Outline • • • • • Introduction:Why Estimate? Motivation Methodology Advantage Conclusion Introduction:Story point and velocity • • • • 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。