Производительность команды [Скорость](Velocity) — Словарь терминов Scrum

Производительность команды [Скорость](Velocity) — Словарь терминов Scrum Гаджет

[jswserver-10762] create a dashboard gadget for the velocity chart — create and track feature requests for atlassian products.

original summary: As PMO, would like to create a dashboard that includes the Velocity Reports for several agile teams

The Agile Sprint Burndown gadget exists and we are able to create dashboard for 10 agile teams burn down charts.

We would like to do the same for their Velocity reports. However, the Velocity report is not a gadget choice when creating a dashboard.

Agile scrum faq’s

How is velocity of an agile development team calculated?

Velocity is the sum of the estimates of delivered (i.e., accepted) features per iteration.

What unit is used to measure velocity?

Velocity is measured in the same units as feature estimates, whether this is story points, days, ideal days, or hours that the scrum team delivers — all of which are considered acceptable.

How is the first iteration’s velocity estimated?

For an agile team’s first iteration, a general guideline is to plan initial velocity at one-third of available time. If you’re estimating ideal programmer time then this accounts for meetings, email, design, documentation, rework, collaboration, research, etc.

As an example, with six programmers and two-week iterations, a total of 60 programmer-days (6 programmers x10 days) are available. In this situation, a good start would be to plan 20 ideal days worth of work in the iteration. If using actual time, include enough of a buffer to account for standard project 1)

overhead and 2) estimation inaccuracy. Also, remember that velocity will quickly emerge during the first iteration. If underestimated, velocity in the first iteration will rise as new features are included; and if overestimated, velocity will decrease as features are removed. For the second iteration, the scrum team should then use the first iteration as a guideline.

Do meetings, phone calls, email get included in velocity?

This depends on whether these items are estimated and included in the iteration plans. They are typically not included — a goal of velocity is relative consistency and predictability across iterations in terms of an agile team’s ability to deliver.

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Should velocity be accumulated across all agile development teams or projects?

Velocity is very much a localized measure. In addition to different team members with different team «personalities», projects typically possess unique characteristics in terms of estimating techniques, detail process, technology, customer involvement, etc.

As a result, this can make organization-wide analysis very inaccurate. If, on the other hand, all of your teams estimate exactly the same, develop exactly the same, test exactly the same, and track exactly the same, then by all means, maybe you are the exception.

What if velocity fluctuates?

Velocity will typically fluctuate within a reasonable range, which is perfectly fine. If velocity fluctuates widely for more than one or two iterations, the scrum team may need to re-estimate and/or renegotiate the release plan.

How long does it take for velocity to stabilize?

For most agile development teams velocity will typically stabilize between 3 and 6 iterations.

How do I estimate future iterations?

Future iterations use the proven history of the team to determine how much the team can do. Therefore, velocity is the right measure to use for planning future iterations.

How do I estimate velocity if project teams change size?

Velocity relies on team consistency in order to be most valuable. If your agile team changes, use common sense in planning future iterations. If 20% of your team is unavailable for a couple iterations, then reduce planned velocity by 20% or so. If this includes a couple of key players, in particular a customer that may be less available, then reduce the estimate a little more.

Does maximum velocity mean maximum productivity?

Absolutely not. In an attempt to maximize velocity, a team may in fact achieve the opposite. If asked to maximize velocity, a team may skimp on unit or acceptance testing, reduce customer collaboration, skip fixing bugs, minimize refactoring, or many other key benefits of the various agile development practices.

While potentially offering short-term improvement (if you can call it that), there will be a negative long-term impact. The goal is not maximized velocity, but rather optimal velocity over time, which takes into account many factors including the quality of the end product.

How do we measure velocity if our iteration lengths change?

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You don’t, at least not nearly as easily. Velocity’s value comes from its inherent consistency. A fixed iteration length helps drive the reliable rhythm of a project. Without this rhythm, you are constantly revising, re-estimating, and reconciling, and the ability to predict out in the future is minimized due to inconsistent results.

If, on the other hand, almost everyone is going to be out a week for the holidays or a couple days for company-wide meetings, then by all means simply use common sense and adapt iteration dates or velocity accordingly. Like most agile practices, these are guidelines, not rules.

Board setup

Velocity is a board-specific metric in JIRA, and board-setup plays a key role in the velocity calculations. Read this for more info.

Dos and don’ts

Here are some tips using scenarios from the table below. Any change in value is highlighted.

How jira calculates velocity

At the start of sprint, JIRA sums up all Story points of issues on the board, regardless of the status, and takes the total as the Commitment. Any new issues added to the sprint, or change in story points after the sprint starts does not alter the Commitment.

At sprint closure, JIRA sums all story points of tickets in the rightmost column of the board, regardless of whether a ticket was in the original sprint plan or not, and takes the total as Actual, provided the movement to the rightmost column takes place within the sprint.

Estimate changes and addition/removal of tickets from the sprint before its closure will affect the “Actual” velocity calculation. In case there is a change in Sprint Start/end date & time, JIRA will revise the velocity calculations based on the new dates.

Is velocity really that simple?

Yes, it is. Do not try not to overcomplicate velocity — it really is a straight forward concept and a great deal of its value lies in its inherent simplicity. Many managers and teams new to agile methods tend to overanalyze the concept of velocity and heap too much complexity around it.

Velocity charts

Along with release and iteration burndown charts, measuring the velocity of agile teams has proven to provide tremendous insight/visibility into project progress and status. A velocity chart shows the sum of estimates of the work delivered across all iterations.

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Typically, velocity will stabilize through the life of a project unless the project team make-up varies widely or the length of the iteration changes. As such, velocity can be used for future planning purposes. While typically reliable for a couple iterations out, if you accept that priorities, goals, and teams may change over time and therefore the confidence level of an iteration far in the future, velocity can be used to plan releases much further into the future.

Производительность команды [скорость](velocity) — словарь терминов scrum

Производительность Скрам-команды часто называют скоростью, поскольку это буквальный перевод Velocity —англоязычного термина из Scrum. Это величина, отражающая количество работы, которое Скрам-команда может выполнить за один Спринт. Производительность является важной метрикой в Скраме и должна визуализироваться таким образом, чтобы все члены Команды могли ее видеть.

Производительность вычисляется в конце Спринта как сумма Стори Поинтов по всем полностью завершенным Элементам Бэклога Спринта. Стори Поинты по частично завершенным или незавершенным историям не должны участвовать в расчете производительности Команды.

Прогноз производительности должен отслеживаться в течение Спринта на основании Диаграммы Сгорания Работ Спринта. Конечно, в идеале итоговая производительность спринта должна совпасть с числом Стори Поинтов по всем задачам, запланированным на Спринт, но по факту она может отличаться как в меньшую, так и в большую сторону.

Производительность команды [Скорость](Velocity) — Словарь терминов Scrum

Производительность — это ключевой механизм получения обратной связи для Команды. Она позволяет оценить, как внедрённые процессные изменения повлияли на эффективность ее работы. И хотя производительность Команды от Спринта к Спринту может меняться, в среднем у хорошо функционирующих Скрам-Команд она стабильно возрастает примерно на 10% за Спринт.

Этот показатель помогает достаточно точно прогнозировать, сколько историй Команда может делать за один Спринт (в Скраме это называется Вчерашняя погода). Для расчета прогноза необходимо взять среднее значение Производительности за последние три Спринта. Это означает, что для корректного расчета производительности Команде необходимо работать в том же составе, как минимум, три Спринта, что бывает очень сложно объяснить нетерпеливым стейкхолдерам.

Без понимания Производительности невозможно планировать выпуск (релиз) продукта. Зная же Производительность, Владелец Продукта понимает, сколько Спринтов потребуется Команде, чтобы собрать функционал, готовый к поставке. В зависимости от длины Спринта, Владелец Продукта может запланировать дату релиза или понять, укладывается ли Команда в заданный свыше дедлайн.

Производительность команды [Скорость](Velocity) — Словарь терминов Scrum

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