…put some number of story points or ideal days on it as their estimate. To continue our example suppose they do the performance testing and any necessary tuning it reveals during sprint five. Well, in sprint six the team is adding some new features and here is where the second…

…6. How to Estimate Story Points with Multiple Teams You say toe-may-to, I say toe-mah-to. Your team says five points, my team says eight points. Here’s how to establish a common story point baseline that can be used by multiple teams on the same project. 5. Time Pressure Improves Productivity…

…face when estimating with story points. We aren’t charging for the training and it will be available until Wednesday, November 24 at 9 p.m. Pacific. To watch all three videos now, sign up here. In this series so far, we’ve looked at solving the following problems: Video #1: Equating Points…

…really far right data points. Those pull the mean to the right of the median. Although using mean values would be nice, they’re too hard to estimate directly. My recommendation is to estimate the most likely or the median value. I personally prefer median but have worked with plenty of…

…simple treemap of a two-story house: In this treemap, each rectangle is sized to represent the relative area of the room. From it you can see that the master bedroom is about twice the size of either kid's room and a little larger than the downstairs family room. The combined…

…stuff, like giving up story points or moving away from sprints until continuous flow. just nothing was being talked about. So I just said, well, I'm going to host a session, and I'll call it, I don't know, a modern Agile. And so that's as far as I got in…

…time allocated for putting story point estimates on any user stories that have not yet been estimated. No, I don't think this is a good idea. Keep in mind that we put estimates on product backlog items (which I recommend be user stories) so that: the product backlog can be…

…And there was a story of this one guy, like, I've worked here eight years and never been promoted. And yet everyone loves this person. Everyone likes this person. And I'm hopping on social media and someone asked that question, literally, like, give me an example of when nice guys…

…within, let’s say, 20–30 points per iteration, stakeholders cannot insist that a plan be based on a velocity of 40. Everyone involved, including developers, may hope for 40, but the plan needs to be based on facts. Second, stakeholders need to be comfortable with plans that are occasionally expressed as…

…asked to complete 240 story points within 8 iterations (marked with a red dot in the image below). The team estimates that its future velocity will fall in the range of 26–34. The numbers (26 and 34) are used to draw the lines showing how much can be delivered. A…

…units of work (generally, story points) is estimated to take twice as long to complete as an item estimated as five units of work. An advantage to relative estimating is that it becomes easier to do as a team estimates more items. Estimating a new item becomes a matter of…

…a Scrum Team Classes Story Writing Workshop Join the Agile Mentors Community Subscribe to the Agile Mentors Podcast Want to get involved? This show is designed for you, and we’d love your input. Enjoyed what you heard today? Please leave a rating and a review. It really helps, and we…

…done agile estimating with story points or used Planning Poker®, you may have used either the Fibonacci sequence or a modified Fibonacci sequence. The traditional Fibonacci series is 1, 2, 3, 5, 8, 13, 21, 34, 55 and so on. Each number is the sum of the two preceding numbers.…

…hours, a number of story points, or a percentage of either. For example, a team might decide to reserve 30 hours, 4 story points, or 10% of their time for refactoring and other technical tasks. Because I prefer capacity-driven sprint planning I recommend reserving a number of hours. This is…

…are six or seven points go into the eight-point bucket, since a six-point item would overflow a five-point bucket. This creates a slight pessimistic bias—items are rounded up instead of to the nearest value. This helps counter the tendency many teams have to under-estimate. And it means the team is…