SCRUM artifacts, metrics and their application Presenter: Alexandra Ursea, PMP, CSM, CAL1, LeSS Practitioner, BMATH, MEng Facilitator: John Kaldor, PMP, ITIL, BMATH Date: September 14 th, 2017
AGENDA Scrum Artifacts Points vs Ideal Time Scrum Metrics 2
Scrum Artifacts Product Backlog Sprint Backlog Velocity Chart Burndown or Burn-Up Charts (Release and Sprint) Product Increment Task Board 3
Scrum Artifacts Product Backlog Product Backlog Is an ordered list of things that are required for the product. It replaces the traditional requirements specifications artifacts. 4
Scrum Artifacts Sprint Backlog Sprint Backlog Is a list of tasks identified by the team to be completed during the sprint. 5
Scrum Artifacts Velocity 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. 6
Velocity Points vs Ideal Time 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. Story Point 7
Ideal Days(Effort) Points vs. Ideal Time 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. 8
Comparison Points vs. Ideal Time Story points Ideal Time 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 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 They do not decay over time 9
Scrum Artifacts Velocity Chart 10
Scrum Artifacts Release Burn-up Release Burn-up Chart Chart Shows progress of stories done over time 11
Scrum Artifacts Release Burndown Chart Release Burndown Chart Shows how much work was left to do over time 12
Scrum Artifacts Sprint Burndown Chart Sprint Burndown Chart Is a chart showing the remaining work in the sprint backlog 13
Scrum Artifacts Product Increment 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. 14
Scrum Artifacts Taskboard Taskboard is a way of making the Sprint Backlog visible. A task board is updated continuously through the sprint. 15
Metrics Release Burndown Chart Release is on track Release is behind schedule 16
Metrics Sprint Burndown Chart Work in the sprint is on track. No additional tasks have been identified. 17
Metrics Sprint Burndown Chartcont d Work in the sprint is behind schedule. Sprint commitment not met. 18
Metrics Sprint Burndown Chartcont d Work in the sprint is behind schedule. Additional tasks have been identified during the sprint. 19
Metrics Velocity Charts 20
Metrics Velocity Charts cont d 21
Metrics Velocity Charts cont d 22
Metrics Other 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 23
Metrics Good vs Evil 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 micromanaging an individual s performance over time and more importantly, for putting pressure on people and killing morale. 24
QUESTIONS? Email: Contact Us, Questions about this presentation ALEXANDRA URSEA, PMP, CSM, CAL1, LeSS Practitioner Phone: (647)-834-1916 E-mail: aursea1930@yahoo.com Linkedin: https://ca.linkedin.com/in/aurseaprojectleaderagile WEBSITE: http://www.soc.pmi.on.ca/ PDUs: 1.0 Technical, 0.5 Leadership, 0.0 Strategic 25