Agile Estimating and Planning argues that agile planning works because it embraces uncertainty, contrasting with failing conventional prescriptive methods. The book provides practical techniques to estimate feature size using story points and ideal days, learn how and when to re-estimate, and prioritize features using financial and nonfinancial approaches. It guides readers through splitting large features into smaller ones, planning iterations, and predicting a team's initial rate of progress.
The book aims to help teams deliver more value more often by staying agile from start to finish, saving time, and conserving resources. It offers concrete, commonsense examples and case studies to illustrate how to answer fundamental planning questions: "What will we build?", "How big will it be?", "When must it be done?", and "How much can I really complete by then?". The techniques are applicable to various agile, semiagile, and iterative processes.
Key concepts
- Story points — A unit of measure for estimating the size of features in agile development.
- Ideal days — A unit of measure for estimating the duration of features, representing work completed by one person in one day without interruptions.
- Re-estimate — The process of adjusting estimates as more information becomes available or circumstances change.
- Feature splitting — The technique of dividing large features into smaller, more manageable components to facilitate estimation and planning.
- Iteration planning — The process of defining the work to be completed within a specific time-boxed iteration.
Popular questions readers ask
- The text states that "conventional prescriptive planning fails and why agile planning works." Explain, as if to someone unfamiliar with software development, the core reasons why agile planning is described as more effective in dealing with project uncertainties compared to conventional methods.
- Imagine you are teaching a new team member how to estimate feature size. How would you articulate the fundamental differences between "story points" and "ideal days," and under what specific circumstances would you recommend using one method over the other?
- Cohn discusses "how and when to re-estimate" and "how to prioritize features." How are these two concepts inextricably linked in practice, and what potential negative consequences could arise if a team prioritizes features without adequately re-estimating their effort or size?
- The book guides readers on "what makes a good plan—and then what makes it agile." What fundamental characteristic or philosophical approach, beyond simply using specific tools, is essential for a plan to truly be considered "agile" when facing high uncertainty or schedule-related risk?
- The snippet claims the book helps teams "deliver more value, more often, and have fun doing it!" How do techniques like "splitting large features into smaller, more manageable ones" and "planning iterations" collectively contribute to *both* delivering value more frequently *and* fostering a more enjoyable team experience?