There is plenty to fret about when you are running or on an agile team, but your measure of estimation should be one of them. In fact, despite what you may have heard from consultants or others, Scrum is not prescriptive about any particular estimation measure, let alone story points. Many practitioners support story points and it is been very in vogue for a while now, you should do whatever you and your team feels most comfortable with.
The default use of an “estimate-driven” approach is pervasive in software development efforts. While estimates can be useful, it is worthwhile to scrutinize our use of estimates, and to seek better ways to manage the development of software when estimates are not appropriate.
Metrics are an important part of Agile project management approaches like Scrum. One of the most used measures to estimate the amount of work are the story points. In this small article, Pedro Gustavo Torres explains what they are, why you need them and how to use them.
There’s a debate raging in the Agile world around the #NoEstimate concept: should we estimate, or not? Lost in the noise are more important questions: When should we estimate, and why? When should we not estimate, and why not?
Budget-based project management is an alternative to classic estimates that has some following in the Agile community. In their book “Fifty Quick Ideas to Improve your User Stories”, Gojko Adzic and David Evans, discusses how using a budget instead of estimates can help to deliver better projects.
Estimates are part of our daily live. Every single day we ask and answer questions like: “when will it be done?”, “how much does it cost?” and use that “data” to plan the future of our projects. Some of us using rigorously formalised processes with heaps of Excel sheets, some applying more agile methods like planning poker. While doing that, we do not realise how estimates could be harmful!
At the end of each sprint, the Scrum team take some time to think about what could be improved in its Agile process. In this blog post, Natalie Warnert discusses how you could also use the retrospective meeting to look at story sizes after the sprint and determine if they were correctly sized as far as story points are concerned.