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This is a port of some specific flows, and not generalized sufficiently to become common practice, but posted at this time for its informational value.
SPRINT PLANNING
Part 1
Success = leaving the sprint planning meeting committed to completing a list of stories.
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Once estimated, we evaluate capacity (against the burn rate), trying to leave room for emergent tasks
Part 2
The team discusses how to implement a story and estimates tasks.
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The output of the second planning meeting will be the Sprint Backlog.
RELEASE PLANNING (BACKLOG GROOMING)
The product owner meets with the Solutions Architect to discuss stories coming up in the product backlog. The product owner will share the current known priority and may ask the team for help in determining the relative cost and risk associated with any new items or items for which more is now known. The Solutions Architect is also asked to give input on the sequence of the work and is encouraged to suggest ways to optimize the order in which work is done.
New stories are estimated using story points. Story points tell us how big a story is, relative to others, either in terms of size or complexity.
BACKLOG PRIORITIZATION
Product backlogs must be prioritized based on business value and risk.
Anyone may add items to the product backlog at any time, but only the product owner may prioritize them.
ESTIMATING
Fibonacci is the sum of the previous two numbers: 0,1,1,2,3,5,8,13,21,34,55…
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- Independent
- Negotiable
- Valuable
- Estimatible
- Small
- Testable
Planning Poker
The ScrumMaster presents the top item in the product backlog to the team.
The team discusses what the story is.
The product owner clarifies questions, assumptions, and unknowns—as well as acceptance criteria.
Each team member privately decides how big this story is relative to a reference story, a series of reference stories, or all of the stories on the product backlog.
At the count of three, everyone shows his or her chosen "card" simultaneously (story point value).
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If there is a wide variance (for instance, the displayed numbers range from one to eight), then the team spends time discussing the story. To focus the discussion, have the low bidder and the high bidder both explain their reasoning for their estimates. The conversation is valuable here, not the number, because that’s where the learning occurs and any assumptions are uncovered. After a brief 30-second to one-minute discussion, the team repeats steps 4 and 5. This continues until the team agrees on an estimate for the story.
EXAMPLE SPRINT SCHEDULE
This is an example sprint schedule in 2 week iterations
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- SPRINT PLANNING 1 + 2 (Wed)
- STANDUPs will occur Tues + Thurs (15m)
- BACKLOG GROOMING meeting the second Mon (before the sprint end)
- PRODUCT DEMO at sprint end, includes stakeholders (Tiger Team)
- RETROSPECTIVE at sprint end
WED | TH | FRI | MON | TUES | WED | TH | FRI | MON | TUES | WED |
DEMO | stand up | stand up | stand up | stand up | DEMO | |||||
retrospective | review | backlog grooming | retrospective | |||||||
sprint planning 1 + 2 | sprint planning 1 + 2 |
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Resources
- Agile Manifesto Principles: http://agilemanifesto.org/principles.html
- High level explanation of Agile/Scrum terminology: http://www.mitchlacey.com/intro-to-agile/scrum
- MSDN Application Lifecycle Management whitepapers: