…hours, a number of story points, or a percentage of either. For example, a team might decide to reserve 30 hours, 4 story points, or 10% of their time for refactoring and other technical tasks. Because I prefer capacity-driven sprint planning I recommend reserving a number of hours. This is…

…items (for example, in story points), include the size of the story. Also include any additional notes from the sprint review on relevant decisions. Finally, consider including a list of actions decided as a result of the sprint retrospective. This is entirely optional and be sure the team is OK…

…team might split the story in order to create small enough pieces to fit inside one sprint. A team that does agile estimating with story points will also add estimates to any new or split stories that are bubbling up in priority. Why Refine the Product Backlog? By asking questions…

…two parts: user and story. The user is embedded right at the front of stories when using the most common form of writing user stories: As a I so that . Many of the user roles in a system can be considered first class users. These are the roles that…

…really far right data points. Those pull the mean to the right of the median. Although using mean values would be nice, they’re too hard to estimate directly. My recommendation is to estimate the most likely or the median value. I personally prefer median but have worked with plenty of…

…units used on a team’s product backlog items, usually story points.

…most frequently at certain points within a sprint, note the number of days into the sprint when the micromanaging occurred. For example “Day 3” or perhaps “7 / 10” to indicate it occurred on day seven of a ten-day sprint. Time: Note the time of day when the micromanaging occurred…

…Do you change the story points on an item if it turns out to be bigger than you thought? 14:50 - Mike: Why use Fibonacci numbers to estimate? 18:05 - Brian: Should Product Owners attend a Daily Scrum? 20:25 - Mike: What’s the best practice for capturing Non-Functional Requirements? 23:00…

…I recommend teams use story points for estimating. I recommend that the team pick a day other than Mondays for starting their iterations. I recommend the Szechuan Chicken at Spice China. But none of these things is required for success with agile. Each may help a team be better, and…

…working on a user story, “As a user, I am logged out after n minutes of inactivity.” Before that story can be considered complete, someone is going to need to decide how long n is—30 minutes? 12 hours? But, someone could absolutely begin work on that story without the answer.…

…a gross estimating approach (story points). A pull-based system sounds nice, but it doesn’t sound like it’s going to give me a better sense of what we can accomplish in a sprint. Your velocity is somewhat stabilizing, but you’re still committing to more work in Sprint Planning than you can…

…bad at estimating with story points. And it's almost certainly not because your team is lazy. In my experience, the number one reason projects are late is simply because your product is bigger than you think it is. You have a good idea of what the final product will look…

…develop a particular user story from the product backlog, you and I need to work together. In doing so we learn each other’s skills and specific competencies. I come to know you not just as a Java programmer but as a Java programmer with a real passion and strength for…

…how the concept of story points can sometimes turn into person-hours. He emphasizes that the key is to focus on addressing the process to make it more effective and user-friendly. [23:12] - Why story trackers are crucial for operations teams. [23:55] - Brian offers his take on Jira. [24:35] -…

…item. Put the user story or other description here. Next include the size of the item, usually this will be in story points. Then list the status of the item. Mostly this is whether the item was finished or not, but include anything else that is important to note. Finally,…