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The first step to project success is accurate estimating and realistic planning.
Projects with unrealistic expectations affixed to them are likely to derail at an
early stage. This book shows the software practitioner how to effectively
estimate and properly plan a project within an agile context. The book's
content is suitable for projects using any agile or semi-agile process (such as
Extreme Programming, Scrum, Feature Driven Development, Crystal,
Adaptive Software Development, DSDM or even the IBM Rational Unified
Process). The ideas in this book will work with any iterative development
process, which greatly broadens the target audience beyond the traditional agile
community. Each chapter is supported by a summary and a set of questions
that allows readers to assess their ability to estimate and plan a project. The
result is an engaging read with pearls of wisdom that can be applied to the
reader's next project.
Detailed, Proven Techniques for Estimating and Planning Any Agile Project Agile Estimating and Planning is the definitive, practical guide to estimating and planning agile projects. In this book, Agile Alliance cofounder Mike Cohn discusses the philosophy of agile estimating and planning and shows you exactly how to get the job done, with real-world examples and case studies.
Concepts are clearly illustrated and readers are guided, step by step, toward how to answer the following questions: What will we build? How big will it be? When must it be done? How much can I really complete by then? You will first learn what makes a good plan-and then what makes it agile.
Using the techniques in Agile Estimating and Planning , you can stay agile from start to finish, saving time, conserving resources, and accomplishing more. Highlights include:
Why conventional prescriptive planning fails and why agile planning works
How to estimate feature size using story points and ideal days--and when to use each
How and when to re-estimate
How to prioritize features using both financial and nonfinancial approaches
How to split large features into smaller, more manageable ones
How to plan iterations and predict your team's initial rate of progress
How to schedule projects that have unusually high uncertainty or schedule-related risk
How to estimate projects that will be worked on by multiple teams
Agile Estimating and Planning supports any agile, semiagile, or iterative process, including Scrum, XP, Feature-Driven Development, Crystal, Adaptive Software Development, DSDM, Unified Process, and many more. It will be an indispensable resource for every development manager, team leader, and team member.
Autorentext
Mike Cohn is the founder of Mountain Goat Software, a process and project management consultancy and training firm. With more than twenty years of experience, Mike has been a technology executive in companies ranging from start-ups to Fortune 40s, and is a founding member of the Agile Alliance. He frequently contributes to industry-related magazines and presents regularly at conferences. He is the author of User Stories Applied (Addison-Wesley, 2004).
Zusammenfassung
Agile Estimating and Planning is the definitive, practical guide to estimating and planning agile projects. In this book, Agile Alliance cofounder Mike Cohn discusses the philosophy of agile estimating and planning and shows you exactly how to get the job done, with real-world examples and case studies.
Concepts are clearly illustrated and readers are guided, step by step, toward how to answer the following questions: What will we build? How big will it be? When must it be done? How much can I really complete by then? You will first learn what makes a good plan-and then what makes it agile.
Using the techniques in Agile Estimating and Planning, you can stay agile from start to finish, saving time, conserving resources, and accomplishing more. Highlights include:
Why conventional prescriptive planning fails and why agile planning works
How to estimate feature size using story points and ideal days--and when to use each
How and when to re-estimate
How to prioritize features using both financial and nonfinancial approaches
How to split large features into smaller, more manageable ones
How to plan iterations and predict your team's initial rate of progress
How to schedule projects that have unusually high uncertainty or schedule-related risk
How to estimate projects that will be worked on by multiple teams Agile Estimating and Planning supports any agile, semiagile, or iterative process, including Scrum, XP, Feature-Driven Development, Crystal, Adaptive Software Development, DSDM, Unified Process, and many more. It will be an indispensable resource for every development manager, team leader, and team member.
Inhalt
About the Author xvii Foreword by Robert C. Martin xix Foreword by Jim Highsmith xxi Foreword by Gabrielle Benefield xxv Acknowledgments xxvii *Introduction xxix*Part I: The Problem and the Goal 1Chapter 1: The Purpose of Planning 3
Why Do It? 5
What Makes a Good Plan? 8
What Makes Planning Agile? 9
Summary 10
Discussion Questions 10 Chapter 2: Why Planning Fails 11 Planning Is by Activity Rather Than Feature 12
Multitasking Causes Further Delays 15
Features Are Not Developed by Priority 17
We Ignore Uncertainty 17
Estimates Become Commitments 18
Summary 18
Discussion Questions 19 Chapter 3: An Agile Approach 21 An Agile Approach to Projects 23
An Agile Approach to Planning 27
Summary 31
Discussion Questions 32 Part II: Estimating Size 33Chapter 4: Estimating Size with Story Points 35 Story Points Are Relative 36
Velocity 38
Summary 40
Discussion Questions 41 Chapter 5: Estimating in Ideal Days 43 Ideal Time and Software Development 44
Ideal Days as a Measure of Size 46
One Estimate, Not Many 46
Summary 47
Discussion Questions 47 Chapter 6: Techniques for Estimating 49 Estimates Are Shared 51
The Estimation Scale 52
Deriving an Estimate 54
Planning Poker 56
Why Planning Poker Works 59
Summary 60
Discussion Questions 60 Chapter 7: Re-Estimating 61 Introducing the SwimStats Website 61
When Not to Re-Estimate 62
When to Re-Estimate 64
Re-Estimating Partially Completed Stories 66
The Purpose of Re-Estimating 67
Summary 67
Discussion Questions 67 Chapter 8: Choosing between Story Points and Ideal Days 69 Considerations Favoring Story Points 69
Considerations Favoring Ideal Days 72
Recommendation 73
Summary 74
Discussion Questions 75 Part III: Planning for Value 77Chapter 9: Prioritizing Themes 79 Factors in Prioritization 80
Combining the Four Factors 86
Some Examples 86
Summary 88
Discussion Questions 89 Chapter 10: Financial Prioritization 91 Sources of Return 93
An Example: WebPayroll 96
Financial Measures 102
Comparing Returns 108
Summary 109
Discussion Questions 109 Chapter 11: Prioritizing Desirability 111 Kano Model of Customer Satisfaction 112
Relative Weighting: Another Approach 117
Summary 119
Discussion Questions 120 Chapter 12: Splitting User Stories 121 When to Split a User Story 121
Splitting across Data Boundaries 122
Splitting on Operational Boundaries 124
Removing Cross-Cutting Concerns 125
Don't Meet Performance Constraints 126
Split Stories of Mixed Priority 127
Don't Split a Story into Tasks 127
Avoid the Temptation of Related Changes 128
Combining Stories 128
Summary 129
Discussion Questions 129 Part IV: Scheduling 131 Chapter 13: Release Planning Essentials 133 The Release Plan 134…