Good development is dependent on effective project management.
This session will introduce new concepts essencial to your project planning and management.
For more detail, you can visit these resources:
(can you guess at their meaning?)
The difficulty level of an issue
Estimates are expressed in points and represented with an E
For example: E2 meaning, an issue estimated to be a 2 in difficulty
Some teams may estimate in absolute time (where an issue will be measured in hours or days of work), others will estimate in relative time (where an issue will measured realtive to others)
In order to help understand relative estimations, we are recommending the following system:
Using the Fibonacci Sequence stresses the notion that difficulty grows exponencially
The actual difficulty level of an issue
Actuals are calculated when an issue is closed and follow the same system as Estimates.
If an Issue was estimated as an E1 but turned out to be much more complex than expected it will have an Actual of A3 (for example)
The team’s performance, expressed by the calculated difference between Estimates and Actuals
The issue from our earlier example would have a Velocity of V-2
(E1 - A3 = V-2)
A prioritised list of all the user stories that we estimate will be completed in the next sprint
Where the team prioritises user stories and agrees the next Sprint Backlog
Where the team compares their estimate with the actual number of user stories completed
Not all issues in the project board contribute to the Velocity of your team.
Chores, Bugs, Refactors and Spikes are all considered zero-point issues and do not get assigned an Estimate.
Why do you think that is?
All these new concepts can be (and usually are) used as labels in your Project Board
It looks something like this example
Everything always takes longer than you expect, even when you take into account Hofstadter’s Law.