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Sizing Backlogs With Diverse Products And Team Skillsets

Page history last edited by David Fox 11 years, 4 months ago

 

David Fox, State Farm Insurance Cos., and  the right others ...

 Problem:

  •  Finding it hard to keep a backlog relatively sized when there are a diverse set of products in the backlog, especially when the team members/skillets to work on them are equally diverse.
  •  For example, a Java developer isn’t going to know the size of a UI related story relative to a story to be delivered by a COBOL host developer for the backend.

 “Multiple backlog” approach:

  •  More than one backlog is maintained.
  • Each backlog is aligned to a specific team/skillet required to deliver the related products.
  • For example, one backlog contains the Java/UI stories and is sized by team with those Java skills.  Another backlog of host backend stories is sized by the team with those COBOL skills.

 “Don’t size by points” approach:

  • Team talks consciously what feels like more or less work.
  • Sizing is in more general terms (i.e. High, Medium, Low) effort/complexity.
  • Sizing occurs through categorization, grouping stories that are similar together.
  • Doesn’t worry so much whether stories are really relative or not.
  • ScrumMaster could size in points behind the scenes, if that was needed.
  • When you don’t have points, velocity can’t be used a reason, excuse, or driver for not changing the Sprint duration when it makes sense to change it.
  • One potential issue, the “Chickens”.  Sponsors/management wanting to know what will be delivered when, wanting to see a burndown.  The Product Owner would have to handle this.

 

“No backlog sizing at all” approach:

  • Consider whether or not the backlog even needs to be sized, maybe it doesn’t.
  • The team goes off of experience/feeling to determine what they can do each Sprint.
  • Thinking you can be predictive in sizing can be dangerous.
  • As a Coach/ScrumMaster, don’t bring up sizing to the team and wait to see if there is noise as a result.

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