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| About the Author | |
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| Foreword | |
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| Foreword | |
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| Foreword | |
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| Acknowledgments | |
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| Introduction | |
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| The Problem and the Goal | |
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| The Purpose of Planning | |
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| Why Do It? | |
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| What Makes a Good Plan? | |
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| What Makes Planning Agile? | |
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| Summary | |
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| Discussion Questions | |
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| Why Planning Fails | |
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| Planning Is by Activity Rather Than Feature | |
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| Multitasking Causes Further Delays | |
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| Features Are Not Developed by Priority | |
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| We Ignore Uncertainty | |
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| Estimates Become Commitments | |
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| Summary | |
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| Discussion Questions | |
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| An Agile Approach | |
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| An Agile Approach to Projects | |
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| An Agile Approach to Planning | |
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| Summary | |
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| Discussion Questions | |
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| Estimating Size | |
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| Estimating Size with Story Points | |
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| Story Points Are Relative | |
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| Velocity | |
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| Summary | |
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| Discussion Questions | |
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| Estimating in Ideal Days | |
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| Ideal Time and Software Development | |
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| Ideal Days as a Measure of Size | |
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| One Estimate, Not Many | |
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| Summary | |
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| Discussion Questions | |
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| Techniques for Estimating | |
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| Estimates Are Shared | |
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| The Estimation Scale | |
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| Deriving an Estimate | |
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| Planning Poker | |
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| Why Planning Poker Works | |
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| Summary | |
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| Discussion Questions | |
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| Re-Estimating | |
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| Introducing the SwimStats Website | |
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| When Not to Re-Estimate | |
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| When to Re-Estimate | |
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| Re-Estimating Partially Completed Stories | |
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| The Purpose of Re-Estimating | |
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| Summary | |
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| Discussion Questions | |
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| Choosing between Story Points and Ideal Days | |
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| Considerations Favoring Story Points | |
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| Considerations Favoring Ideal Days | |
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| Recommendation | |
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| Summary | |
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| Discussion Questions | |
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| Planning for Value | |
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| Prioritizing Themes | |
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| Factors in Prioritization | |
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| Combining the Four Factors | |
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| Some Examples | |
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| Summary | |
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| Discussion Questions | |
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| Financial Prioritization | |
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| Sources of Return | |
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| An Example: WebPayroll | |
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| Financial Measures | |
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| Comparing Returns | |
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| Summary | |
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| Discussion Questions | |
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| Prioritizing Desirability | |
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| Kano Model of Customer Satisfaction | |
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| Relative Weighting: Another Approach | |
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| Summary | |
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| Discussion Questions | |
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| Splitting User Stories | |
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| When to Split a User Story | |
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| Splitting across Data Boundaries | |
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| Splitting on Operational Boundaries | |
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| Removing Cross-Cutting Concerns | |
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| Don't Meet Performance Constraints | |
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| Split Stories of Mixed Priority | |
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| Don't Split a Story into Tasks | |
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| Avoid the Temptation of Related Changes | |
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| Combining Stories | |
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| Summary | |
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| Discussion Questions | |
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| Scheduling | |
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| Release Planning Essentials | |
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| The Release Plan | |
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| Updating the Release Plan | |
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| An Example | |
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| Summary | |
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| Discussion Questions | |
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| Iteration Planning | |
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| Tasks Are Not Allocated During Iteration Planning | |
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| How Iteration and Release Planning Differ | |
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| Velocity-Driven Iteration Planning | |
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| Commitment-Driven Iteration Planning | |
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| My Recommendation | |
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| Relating Task Estimates to Story Points | |
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| Summary | |
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| Discussion Questions | |
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| Selecting an Iteration Length | |
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| Factors in Selecting an Iteration Length | |
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| Making a Decision | |
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| Two Case Studies | |
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| Summary | |
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| Discussion Questions | |
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| Estimating Velocity | |
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| Use Historical Values | |
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| Run an Iteration | |
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| Make a Forecast | |
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| Which Approach Should I Use? | |
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| Summary | |
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| Discussion Questions | |
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| Buffering Plans for Uncertainty | |
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| Feature Buffers | |
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| Schedule Buffers | |
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| Combining Buffers | |
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| A Schedule Buffer Is Not Padding | |
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| Some Caveats | |
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| Summary | |
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| Discussion Questions | |
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| Planning the Multiple-Team Project | |
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| Establishing a Common Basis for Estimates | |
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| Adding Detail to User Stories Sooner | |
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| Lookahead Planning | |
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| Incorporating Feeding Buffers into the Plan | |
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| But This Is So Much Work | |
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| Summary | |
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| Discussion Questions | |
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| Tracking and Communicating | |
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| Monitoring the Release Plan | |
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| Tracking the Release | |
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| Release Burndown Charts | |
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| A Parking-Lot Chart | |
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| Summary | |
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| Discussion Questions | |
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| Monitoring the Iteration Plan | |
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| The Task Board | |
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| Iteration Burndown Charts | |
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| Tracking Effort Expended | |
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| Individual Velocity | |
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| Summary | |
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| Discussion Questions | |
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| Communicating about Plans | |
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| Communicating the Plan | |
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| Communicating Progress | |
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| An End-of-Iteration Summary | |
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| Summary | |
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| Discussion Questions | |
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| Why Agile Planning Works | |
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| Why Agile Planning Works | |
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| Replanning Occurs Frequently | |
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| Estimates of Size and Duration Are Separated | |
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| Plans Are Made at Different Levels | |
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| Plans Are Based on Features, Not Tasks | |
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| Small Stories Keep Work Flowing | |
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| Work in Process Is Eliminated Every Iteration | |
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| Tracking Is at the Team Level | |
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| Uncertainty Is Acknowledged and Planned For | |
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| A Dozen Guidelines for Agile Estimating and Planning | |
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| Summary | |
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| Discussion Questions | |
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| A Case Study | |
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| A Case Study: Bomb Shelter Studios | |
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| Day 1-Monday Morning | |
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| Estimating the User Stories | |
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| Preparing for Product Research | |
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| Iteration and Release Planning, Round 1 | |
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| Two Weeks Later | |
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| Planning the Second Iteration | |
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| Two Weeks Later | |
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| Revising the Release Plan | |
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| Presenting the Revised Plan to Phil | |
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| Eighteen Weeks Later | |
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| Reference List | |
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| Index | |