Nov 10, 2019 When is Planning Poker done? Planning Poker is an estimation technique and like all estimate providing sessions, should be held before the iteration/sprint starts. The user stories can be picked up from the backlog issues and pre- selected before the Planning poker meeting. Apr 03, 2018 The Planning Poker technique is a variation of the Wideband Delphi estimation technique. This technique is used in XP and Scrum sprint planning meetings to determine estimates of user stories. It is a consensus-based agile estimating and planning technique. Purpose: Estimate the effort for User Stories (Product Backlog Items, Value Drivers). Teams starting out with story points use an exercise called planning poker. At Atlassian, planning poker is a common practice across the company. The team will take an item from the backlog, discuss it briefly, and each member will mentally formulate an estimate. Then everyone holds up a card with the number that reflects their estimate. These three estimation techniques for agile teams can help ease the transition. As team members encounter new user stories, they should develop an increasingly accurate sense of how they’re. Planning poker, also called Scrum poker, is a consensus-based, gamified technique for estimating, mostly used to estimate effort or relative size of development goals in software development. In planning poker, members of the group make estimates by playing numbered cards face-down to the table, instead of speaking them aloud. Jan 02, 2018 Do you know how to estimate user stories with planning poker. Learn how to play this agile estimation game and help your team become better at estimating user stories.
- Planning Poker Estimation Technique User Stories For Kids
- Planning Poker Estimation Technique User Stories Pdf
- Planning Poker Estimation Technique User Stories Pdf
- Planning Poker Estimation Technique User Stories Free
One of the key advantages of adopting an agile workflow is the ability of the team to estimate new work effectively.
Over time, as team members encounter new user stories, they should develop an increasingly accurate sense of how they’re going to approach stories and how much effort each user story will take to complete.
Once a team has been working together for a while, their ability to estimate new stories becomes much better. Teams with a history of past successes and failures can compare their velocity against point estimates that everyone can agree to, and as a result they can predict with reasonable accuracy how difficult it will be for them to complete a new story.
But teams new to agile sometimes have difficulty figuring out how to estimate stories effectively.
For some, the abstract and team-specific concept of points is difficult to grasp. For others, the soft relationship between point value and actual time spent working on a story can be distracting.
Until a team has been working together for a while, attempts to generate accurate point estimates for new stories may feel awkward and loose.
Here are a few estimation techniques for agile teams that can ease the transition through this phase.
These techniques get everyone engaged in productive point estimation from the start, regardless of their level of experience with agile methods.
Planning Poker
Getting everybody in the team involved in the estimating process is critical to coming up with accurate estimates that reflect the true understanding and investment of the team.
Unless all team members participate actively, the ability of the team as a whole to estimate new stories will develop much more slowly.
Planning poker is a game that team members can play during planning meetings to make sure that everybody participates and that every voice is heard.
To begin, each team member is given a set of cards with numbers on them. The numbers are usually ordered from 0 to 21 using the Fibonacci sequence: 0, 1, 2, 3, 5, 8, 13, and 21.
Then each story is read aloud. After each story is presented, everybody on the team is asked to hold up the card showing the level of effort that they believe this story represents for the team.
Initially the estimates may be all over the map. But after a while the team will get a sense of how much effort they all estimate is associated with a typical type of story.
Once all the votes are in, the team members with the lowest and highest estimates explain why they chose their scores.
Frequently, experts with detailed knowledge may be able to tell the rest of the team why a certain story is actually much easier than they thought, or why it may be more difficult than it first appears because of unexpected requirements.
Through this process, everybody on the team learns more about what’s involved in estimating stories both inside and outside of their specialties, increasing knowledge sharing across the entire team.
With planning poker, the numbers are significant. A story estimated as a 2 should be about one fourth as difficult as a story estimated as an 8.
Stories estimated at 20 or higher may be so large that they need to broken up into smaller stories before they can be attempted.
Stories estimated at 0 may not even be worth tracking.
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T-Shirt Sizes
Using numbers is the most common approach for estimating points, but sometimes teams find themselves over analyzing when trying to arrive at a number of points.
If you notice that team members are getting caught up in the idea that the number of points associated with a story has anything to do with the number of hours involved in delivering the value of that story, it may be more effective to switch to a non-numerical system like T-shirt sizing.
With T-shirt sizing, the team is asked to estimate whether they think a story is extra-small, small, medium, large, extra-large, or double extra-large. By removing the implied precision of a numerical score, the team is free to think in a more abstract way about the effort involved in a story.
Some teams even adopt creative approaches such as using dog breeds to estimate stories. For example, “That story’s clearly a Chihuahua, but the other one is a Great Dane.”
Engaging the fun, creative side of the team while they’re estimating technical stories can be effective at getting them out of their analytical thought processes and into a more flexible, relative mindset.
There are some practical issues to consider when adopting T-shirt sizing for story estimation.
For one, non-numerical scales are generally less granular. While that can speed up the voting process by reducing the number of options, it may also reduce the accuracy of velocity estimates.
In addition, the ability to compare stories with each other can be a little bit more complicated, since there is no clear mathematical relationship between a medium and an extra-small.
T-shirt size scales also require extra effort on the part of the person coordinating the agile process. The T-shirt sizes need to be converted to numerical values for the sake of tracking effort over time and charting an estimated velocity for the team.
For that reason, while T-shirt sizes and can be very effective for teams just starting out with agile, eventually it’s a good idea to move the team toward a more rational numerical scale.
Relative Mass Valuation
When adopting agile as a new technique for a team, frequently there will be a large backlog of stories that need to be estimated all at once.
One of the biggest advantages of agile estimation is that stories are estimated relative to each other, not on the basis of hourly or daily effort. It’s usually clear to a team, regardless of their level of experience, if one story is going to be more difficult than another, even when nobody has any idea how long it may take to complete individual stories.
But going through the process of individual point estimation for a huge list of stories can be daunting.
Relative mass valuation is a quick way to go through a large backlog of stories and estimate them all as they relate to each other.
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To use this approach, first write up a card for each story.
Then set up a large table so the stories can be moved around easily relative to each other.
Pick any story to start, then get the team to estimate whether they think that it is relatively large, medium, or small.
If it’s a large story, place it at one end of the table. If it’s a small story, it goes at the other end of the table. A medium story goes in the middle. Now select the next story and ask the team to estimate if it’s more or less effort than the story that you just put down. Position the story card on the table relative to the previous card, and go to the next card.
Using this technique, it’s possible to go through 100 or more backlog stories and estimate their relative effort in as little as an hour.
Everyone on the team will feel a sense of accomplishment when they see the scope of their work laid out in front of them, estimated in order of effort.
![Planning poker estimation technique user stories list Planning poker estimation technique user stories list](/uploads/1/2/5/2/125264324/776876713.jpg)
Planning Poker Estimation Technique User Stories For Kids
The next step is to assign points values based on the position of the stories on the table. Start with the easiest story that is worth assigning points to, and call it a 1.
Then move up the list of cards, assigning a value of 1 to every story until you get to one that seems at least twice as difficult as the first one. That story gets a 2.
You may need to remind the team not to get caught up in the fine details. The idea is to get a rough point estimate, not a precise order.
Ultimately, any story may be completed in any order based on the business value and priority assigned by the product owner, so all the team needs to estimate is how many points one story will take relative to another.
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Conclusion
Using these simple techniques, it’s surprising how quickly a team with no pre-existing concept of point values can come to a very clear understanding of the relative value of all the different stories they’re faced with, even before they’ve established an effective team velocity.
The sooner your team starts estimating points and tracking their effort, the more effective point valuations will become.
Eventually, every team can become more adept at estimating new stories and develop its own scale for points that will factor into its own individual velocity.
Planning poker, also called Scrum poker, is a consensus-based, gamified technique for estimating, mostly used to estimate effort or relative size of development goals in software development. In planning poker, members of the group make estimates by playing numbered cards face-down to the table, instead of speaking them aloud. The cards are revealed, and the estimates are then discussed. By hiding the figures in this way, the group can avoid the cognitive bias of anchoring, where the first number spoken aloud sets a precedent for subsequent estimates.
Planning poker is a variation of the Wideband delphi method. It is most commonly used in agile software development, in particular in Scrum and Extreme Programming.
The method was first defined and named by James Grenning in 2002[1] and later popularized by Mike Cohn in the book Agile Estimating and Planning,[2] whose company trade marked the term [3] and a digital online tool.[4]
- 1Process
Process[edit]
Rationale[edit]
The reason to use planning poker is to avoid the influence of the other participants. If a number is spoken, it can sound like a suggestion and influence the other participants' sizing. Planning poker should force people to think independently and propose their numbers simultaneously. This is accomplished by requiring that all participants show their card at the same time.
Equipment[edit]
Planning poker is based on a list of features to be delivered, several copies of a deck of cards and optionally, an egg timer that can be used to limit time spent in discussion of each item.
The feature list, often a list of user stories, describes some software that needs to be developed.
The cards in the deck have numbers on them. A typical deck has cards showing the Fibonacci sequence including a zero: 0, 1, 2, 3, 5, 8, 13, 21, 34, 55, 89; other decks use similar progressions with a fixed ratio between each value such as 1, 2, 4, 8, etc.
The reason for using the Fibonacci sequence instead of simply doubling each subsequent value is because estimating a task as exactly double the effort as another task is misleadingly precise. A task which is about twice as much effort as a 5, has to be evaluated as either a bit less than double (8) or a bit more than double (13).
Several commercially available decks use the sequence: 0, ½, 1, 2, 3, 5, 8, 13, 20, 40, 100, and optionally a ? (unsure), an infinity symbol (this task cannot be completed) and a coffee cup (I need a break, and I will make the rest of the team tea). The reason for not exactly following the Fibonacci sequence after 13 is because someone once said to Mike Cohn 'You must be very certain to have estimated that task as 21 instead of 20.' Using numbers with only a single digit of precision (except for 13) indicates the uncertainty in the estimation. Some organizations[which?] use standard playing cards of Ace, 2, 3, 5, 8 and king. Where king means: 'this item is too big or too complicated to estimate'. 'Throwing a king' ends discussion of the item for the current sprint.
Smartphones allow developers to use mobile apps instead of physical card decks. When teams are not in the same geographical locations, collaborative software can be used as replacement for physical cards.
Procedure[edit]
Planning Poker Estimation Technique User Stories Pdf
At the estimation meeting, each estimator is given one deck of the cards. All decks have identical sets of cards in them.
The meeting proceeds as follows:
- A Moderator, who will not play, chairs the meeting.
- The Product Owner provides a short overview of one user story to be estimated. The team is given an opportunity to ask questions and discuss to clarify assumptions and risks. A summary of the discussion is recorded, e.g. by the Moderator.
- Each individual lays a card face down representing their estimate for the story. Units used vary - they can be days duration, ideal days or story points. During discussion, numbers must not be mentioned at all in relation to feature size to avoid anchoring.
- Everyone calls their cards simultaneously by turning them over.
- People with high estimates and low estimates are given a soap box to offer their justification for their estimate and then discussion continues.
- Repeat the estimation process until a consensus is reached. The developer who was likely to own the deliverable has a large portion of the 'consensus vote', although the Moderator can negotiate the consensus.
- To ensure that discussion is structured; the Moderator or the Product Owner may at any point turn over the egg timer and when it runs out all discussion must cease and another round of poker is played. The structure in the conversation is re-introduced by the soap boxes.
The cards are numbered as they are to account for the fact that the longer an estimate is, the more uncertainty it contains. Thus, if a developer wants to play a 6 he is forced to reconsider and either work through that some of the perceived uncertainty does not exist and play a 5, or accept a conservative estimate accounting for the uncertainty and play an 8.
Benefits[edit]
A study by Moløkken-Østvold and Haugen[5] reported that planning poker provided accurate estimates of programming task completion time, although estimates by any individual developer who entered a task into the task tracker was just as accurate. Tasks discussed during planning poker rounds took longer to complete than those not discussed and included more code deletions, suggesting that planning poker caused more attention to code quality. Planning poker was considered by the study participants to be effective at facilitating team coordination and discussion of implementation strategies.
See also[edit]
- Comparison of Scrum software, which generally has support for planning poker, either included or as an optional add-on.
References[edit]
- ^'Wingman Software | Planning Poker - The Original Paper'. wingman-sw.com. Retrieved 5 July 2017.
- ^Mike Cohn (November 2005). 'Agile Estimating and Planning'. Mountain Goat Software. Retrieved 1 February 2008.
- ^'Planning poker - Trademark, Service Mark #3473287'. Trademark Status & Document Retrieval (TSDR). 15 January 2008. Retrieved 26 May 2014.
- ^Cohn, Mike. 'Planning Poker Cards: Effective Agile Planning and Estimation'. Mountain Goat Software. Mountain Goat Software. Retrieved 30 March 2016.
- ^K Moløkken-Østvold, NC Haugen (10–13 April 2007). 'Combining Estimates with Planning Poker—An Empirical Study'. 18th Australian Software Engineering Conference. IEEE: 349–58. doi:10.1109/ASWEC.2007.15. ISBN978-0-7695-2778-9. Retrieved 1 February 2008.
Planning Poker Estimation Technique User Stories Pdf
- Mike Cohn (2005). Agile Estimating and Planning (1 ed.). Prentice Hall PTR. ISBN978-0-13-147941-8.
Planning Poker Estimation Technique User Stories Free
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