scrum artifacts, metrics and their application
TRANSCRIPT
SCRUM artifacts, metrics and their
application
Presenter: Alexandra Ursea, PMP, CSM, CAL1, LeSS Practitioner, BMATH, MEng
Facilitator: John Kaldor, PMP, ITIL, BMATH
Date: September 14th, 2017
• Scrum Artifacts
• Points vs Ideal Time
• Scrum Metrics
AGENDA
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Product Backlog
Sprint Backlog
Velocity Chart
Burndown or Burn-Up Charts (Release and Sprint)
Product Increment
Task Board
Scrum Artifacts
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Product Backlog• Is an ordered list of things that are required for the product.
• It replaces the traditional requirements specifications
artifacts.
Scrum Artifacts – Product Backlog
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Sprint Backlog
• Is a list of tasks identified by the team to be
completed during the sprint.
Scrum Artifacts – Sprint Backlog
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Velocity
• Is the total effort a team is capable of in a sprint
• The number is derived by adding all the story
points from the last sprint’s completed stories.
• Can be measured in points or ideal days.
Scrum Artifacts – Velocity
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Point• Is an arbitrary and relative measure used by Scrum
teams, and it is a metric used to determine the
difficulty of implementing a given item.
Velocity – Points vs Ideal Time
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Story Point
Ideal Time (days) is defined as how long
something will take if:
• A team member is 100% assigned to a task
• There are no interruptions
• Everything that is needed is available.(i.e.
environments, other resources etc.)
Ideal Time is effort – time spent doing the work
without interruptions.
Ideal Days(Effort) – Points vs. Ideal
Time
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Comparison– Points vs. Ideal Time
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Story points
• Story points give more accurate
estimates, because it allows team
members with different skill sets to
communicate about and agree on an
estimate
• They drastically reduce planning time
• They more accurately predict release
dates
• They help teams improve performance
• They do not decay over time
Ideal Time
• Days give worse estimates
• Introduce large amounts of
waste into the system due to
incremental padding
• Impede the Product Owner's
release planning
• Confuse the team about what
process improvements really
worked
Scrum Artifacts – Velocity Chart
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Release Burn-up Chart
Scrum Artifacts – Release Burn-up
Chart
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• Shows
progress
of stories
done over
time
Release Burndown Chart
Scrum Artifacts – Release
Burndown Chart
12
• Shows
how much
work was
left to do
over time
Sprint Burndown Chart
Scrum Artifacts – Sprint Burndown
Chart
13
• Is a chart
showing
the
remaining
work in
the sprint
backlog
Product Increment
• Is the sum of all the Product Backlog items
completed during a sprint and all previous
sprints.
• At the end of the sprint, the Increment must be
done according to the team’s “Definition of
Done”.
• Ideally, the Increment is in a potentially
shippable state, regardless of whether the
Product Owner decides to release it or not.
Scrum Artifacts – Product Increment
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Taskboard – is a way of making the Sprint Backlog visible.
A task board is updated continuously through the sprint.
Scrum Artifacts – Taskboard
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• Release is
on track
Metrics – Release Burndown Chart
16
• Release is
behind
schedule
Metrics – Sprint Burndown Chart
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• Work in the sprint is on track. No additional tasks have been identified.
Metrics – Sprint Burndown Chart-
cont’d
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• Work in the sprint is behind schedule. Sprint commitment not met.
Metrics – Sprint Burndown Chart-
cont’d
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• Work in the sprint is behind schedule. Additional tasks have been
identified during the sprint.
Metrics – Velocity Charts
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Metrics – Velocity Charts – cont’d
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Metrics – Velocity Charts – cont’d
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Metrics – Other
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• Story Points completed versus planned
• Number of defects per release No. of defects logged vs fixed
No. of defects reported in the first month after implementation
No. of defects reported by users vs developers
• Number of defects per sprint No. of defects logged vs fixed
No. of defects reopened
No. of defects deferred to the following sprint
No. of defects postponed
No. of defects cancelled
• Lead time for a Product Backlog Item(PBI) The time from the moment when the request was made by a client and
placed on a board to when all work on this item is completed and the
request was delivered to the client. So it's the total time the client is
waiting for an item to be delivered.
• Team morale
Metrics – Good vs Evil
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Good• Metrics used to identify approximately where
things are at and more importantly, as a guide to
help the team inspect and adapt its processes to
improve over time.
Evil• Metrics used as an inflexible indicator for micro-
managing an individual’s performance over time
and more importantly, for putting pressure on
people and killing morale.
QUESTIONS?
Email: Contact Us, Questions about this presentation
WEBSITE: http://www.soc.pmi.on.ca/
PDUs: 1.0 Technical, 0.5 Leadership, 0.0 Strategic
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ALEXANDRA URSEA, PMP, CSM, CAL1, LeSS Practitioner
Phone: (647)-834-1916
E-mail: [email protected]
Linkedin: https://ca.linkedin.com/in/aurseaprojectleaderagile