ShriKant Vashishtha

Agile Estimation: Should We Use T-Shirt Sizing Instead of Story Points?

As we have seen in the earlier chapter, it doesn’t make sense to map story points with time just because they are not the same thing. It’s like comparing apples with oranges.

Some teams may be okay with these problems and still may want to get ahead with mapping a story point with time. However some teams may want to fix that.

In my experience, the teams which are already mapping a story point with time, it becomes difficult to unlearn the mapping even if the team wants to.

Recently, in one such new team, instead of story points, we began with the idea of T-shirt size based relative estimation.

Story Points for Bugs or Defects

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Generally, a sprint backlog contains bugs as well apart from user stories. In these situations, a common question is should we assign story points to the bugs.

If the team does not assign a story point value to this work, velocity will show the amount of *potential* business value the team is delivering in each sprint. This way, it becomes evident that team is going more slowly through the work than it could if legacy bugs were not there.

If the team assigns points to the bug-fixing effort, the team shows its true capacity to accomplish work. This way, it shows both *potential* business value delivered and effort gone in bug fixing part.

Importance of Project Management Skills for Scrum Master Role?

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Product development continues to remain the primary focus of Agile software development methods.

While we focus on product development and in turn on product development companies, a big segment of software development eco-system, IT service companies, isn’t talked about that much.

People working in IT service companies can vouch for the struggle they deal with on daily basis. But their stories don’t get enough attention.

When it comes to software implementations, IT services companies work for a client organisation and that client organisation may have its own set of processes which may or may not align with the Agile culture.

So each engagement they work with, they may have to deal with different kind of work culture and probably different processes as well.

IT services companies actually work in a very volatile world and deal with lots of uncertainties, dependencies and risks on which they seem to have no control.

Should We Count Story Points for Unfinished Stories?

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Unfinished stories is a smell and the root cause in general may lie somewhere else. Why don’t we try to fix the root cause first as much as possible?

This generally happens when a team practices “swim-lane Scrum”(an anti-pattern) instead of collaborative Scrum. In “swim-lane” Scrum, each team member individually takes the ownership of a story through the stages of the process. That results in WIP (Work in Process) equal to the number of team members, at any point of time.

If an individual gathers up multiple stories, or tries doing all the tasks in the story at once, you can get the context switching that comes from having too much work in progress. All that results in even higher WIP.

This higher WIP results to leakage in form of unfinished stories.

Let’s take an example. A team of three practices “swim-lane” Scrum. Each team members picks one story at a time and move that to in-progress.
[Read more…] about Should We Count Story Points for Unfinished Stories?

Never Map Story Points with Hours

by ShriKant Vashishtha 8 Comments

As long as a customer trusts the team, whatever way you size or estimate or don’t estimate, doesn’t really matter.

But that doesn’t happen very often. Whenever a customer questions about team throughput for whatever reasons, it becomes challenging to answer it using hour-based estimation as the number of hours (capacity of a team) remains constant.

Now if we move towards story point sizing (relative sizing) technique, it’s important not to map with time.

Here is why: