Archive for the ‘Sprint’ Category
When I talk about estimation and planning, people often ask me the above question. The styles of estimating I talk about are more frequently used in a non-agency environment, that is, somewhere maintaining a single, existing product, or creating one, for your own company from scratch instead of the agency method which delivers software per project, per client.
The problem with this kind of work is that of estimates. Typically, as an agency, you’ll be bidding or pitching to a client to get the work. The client will probably be soliciting bids from multiple agencies, so you need to either stand out from the crowd in some way, or be the cheapest (or, preferably, both).
The client will generally be looking for a fixed price too, this is so they can go back to whoever is commissioning the work and get funding, or raise a PO or whatever.
Sometimes you’ll be given a brief, which you might then turn into a functional and/or technical spec, which then goes to the client along with the quote, then there’s some to-ing and fro-ing, an agreement and then work commences and oh shit, we forgot to add the widget to the spec and oh crap we underestimated the amount of data we’d need to use and have to re-engineer to use mongodb.
So, with this in mind, how do you estimate, quote, pitch or bid when agile methods are so fluid and you have to work to a fixed cost? You know the least about how long a project will take and what is involved right at the beginning. Using the Cone of Uncertainty, you’ll be between 4x and 0.5x inaccurate with your estimate of an end date (eg: at the beginning of a project that you estimate takes a month, it could take between four months and two weeks)?
There’s a few metrics you’ll need in order to derive costs from estimates:
- Day Rate: How much a team costs per day. This is only ever going to be a rule of thumb (as there are holiday, illness, training etc.). But you should make it as accurate as possible. This becomes a key metric in working out costs from estimates. You should make sure that your client understands that for the purposes of estimating and pitching, this is an accurate, but rough figure.
- Best, worst and average velocity: these are important metrics. Your average velocity is simple, add all your sprint velocities together and divide by the number of sprints. You could make this more realistic by using a rolling four sprint velocity, this then takes into account changes in team size, tooling or process. However, for the purposes of estimating the cost of project up front, the average will do.
The best and worst velocities are derived by taking an average of your three most successful sprints and the three least successful sprints. Why you need these will become clear later.
Should you have multiple teams and you’re not sure which team will be working on your project, then take an average across all the teams.
Honesty and transparency
The fundamental tenet in any of these below strategies is complete honesty and transparency with your client. You’ll also need to invest three or four days (maybe less, it will depend on how practiced you are at this process, it will become quicker) in your client, it might sound like a lot and there is a risk there might not be a contract at the end of it, but it is worth it. Once you’ve deeply involved your client in the process from the start, they’ll feel like they’ve already started the project and so it’s easy for them to transition to being a paying customer.
From the outset, you’ll need to explain that you do things a little differently to other agencies. Whatever framework you choose to use (scrum, kanban, etc), spend some time explaining to the client what it is, how it works and why you use it. If you’re a little stuck, here are some ideas
- It gives you a realistic view of the progress and scope of the project.
- It gives you, as the client and stakeholder, complete control over what features make it into the final product and which don’t.
- It allows us to deploy features to live as soon as we’re ready to, meaning you can be getting value from our work and your product, even before we’ve finished it.
- These early and frequent deployments allow you to test your assumptions about your own users and customers and, if necessary, change the features or product without additional cost.
- You will be encouraged to be involved throughout the whole lifecycle of the project and can view each separate feature as soon as it’s finished to help guide and steer the project toward exactly what you want (which might not be what you originally asked for).
The best way to do this is to invite your client in for a half-day, high level training and workshop. Run some exercises to illustrate the key points and answer all their queries – this is a new thing for many companies who aren’t used to this kind of agile environment, so it’s definitely worth introducing your client to it if they haven’t experienced it before.
The next step is to create some artifacts. Once you have a brief in hand and have spent some time with your product team and analysts and have a really good understanding of the brief, the market, the competitors etc, invite the client in again in order to build a product backlog of user stories. Set the scene for them and explain that, unlike other agencies, you won’t write a functional spec, or a technical spec, because they’re a waste of time. What you will do is write user stories, which describe each feature from the users’ point of view and what value each of the stories will bring.
Labour the point too. Ensure your client *really* understands that you won’t be building ANYTHING that you can’t find the value for and WHY you take that stance. If a feature, or some functionality, has no value, then why would you build it?
Work quickly through the brief and your research and build a backlog of epics with your client. Don’t spend longer than an hour or two on this and, if you have somebody, get someone to facilitate the meeting so you don’t get bogged down in ANY technicalities, or discussions that are long or drawn out. Once you’ve got your list of epics, have the client order them – which are the highest priority things? What user/customer value do they want to deliver first? Don’t worry about dependencies right now, this is only rough.
Finally, break the highest priority epic into a few slightly smaller stories. This isn’t strictly necessary, but will help the client understand the process better. Again, this shouldn’t take longer than 30 mins.
The estimate and the pitch.
Now you’ve got your feature list of epics and some smaller stories for the highest priority, get some estimating done. I won’t cover it here, but you can read the article on white elephant estimating, or watch my presentation on agile estimation. Try and use the team that will actually be doing the work. If you haven’t got a team, or not sure which of your teams will be doing it, then pick engineers, designers and QAs from multiple teams – you’re only looking for roughly accurate figures. If it’s proving too difficult because of the epics, then break some into smaller stories – getting epics and stories sized well enough to estimate will become easier with practice.
Finally, you’re in a position to pitch, but how do you do it? It all depends on your clients requirements.
It’s very important that the client understands they have complete control over what goes into their product on a sprint-by-sprint basis. Explain that you expect them to be involved in the decision making about what goes into the product, the priority of the features to be added and the scope. So, once you’ve agreed on one of the below strategies and signed a contract, the success of the project will be partially down to their input.
If your client requires the project to be finished by a certain time, you can work towards that. It will be to your advantage to provide two estimates though, allowing the client to choose their own end goal:
All stories by the deadline
Estimate the number of teams or people required to deliver all the story points by teh date, then, based on a day rate, create a figure. Remember, to be accurate (but not specific), you’ll need to provide a range, so, using your best, worst and average velocity you can say to your client, “We ESTIMATE, it will take four months, but it could take up to five and half, but it could take three months, therefore, it will cost between £40,000 and £55,000″.
A valuable, shippable product by the deadline.
Do the same as above, but use a fixed sized team – you won’t be able to fit some stories in, but this is fine. Use the average, best, worst to show the client the stories you will definitely do, you will probably do, you might do and you won’t be able to do. This will reduce the scope of the project, but also the cost. Remind the client that what features make it into the product is based on their input.
Working towards a fixed cost is quite rare, but does happen and it will likely mean that the client won’t be able to have all the features they’ve asked for. In order to work towards a fixed cost, you need to know it (obviously…). Once your client has offered this, you can use it to work out your strategy. It will be similar to working out a fixed deadline. You know how long you have to deliver the project based on the day rate (fixed cost / day rate = number of days). So, then you have a fixed deadline to work to and can use the average, worst, best strategy again to indicate what you can definitely achieve, what you can probably achieve and what you definitely won’t achieve.
Finally, there is fixed scope. The client has to have everything they’ve asked for – in practice, during the project, this is rarely true once you start building and the early, regular releases helps steer the project.
Again, using your best, worst and average velocity, you can work out a range of how long it will take and then use your day rate to provide a figure.
Cost per iteration
(I wouldn’t suggest this method unless your client is particularly agreeable to trying new things, but, assuming you did the setup correctly I describe above, then they should be chomping at the bit to try this new, visible, transparent and honest method of commissioning software)
Pitch at a cost per iteration, instead of a day rate. You can give rough estimates on how much it will cost and these will become clearer after each iteration. Pitch for a minimum number of iterations after which your velocity will stabilize and you can be more accurate in the remaining length of the project. This is a fairly ambiguous method of pitching though, you’ll need to draw on the other strategies above to work out what features and functionality can be delivered, but if your client agrees to sign you for a minimum number of iterations, and you deliver what you agreed to, by this time, your estimates should be pretty accurate and your velocity very stable, allowing you to accurately cost any stories you haven’t managed to complete.
Honesty and transparency, again.
It’s worth reiterating here that you should be completely honest with your clients as to how complicated and amorphous quoting for a software project is. If you think your client can understand it, then break out the cone of uncertainty to explain that 40 years worth of data prove it to be true.
Explain that, being agile and adopting a framework to allow for short, deliverable cycles allowing for fast-feedback means that your company will very quickly start delivering visible value to them. It will also mean that they can control what that value is on an iteration-by-iteration basis. But, probably the best arrow in your quiver is to explain that, throughout the project, they can see the progress on an almost daily basis and adjust both what you deliver and how much they want to pay you should they need to.
If you deliver some valuable piece of software that causes them to change they way they think about their product, then they could pivot their entire offering and find more funding – and who is already in place to help them achieve that?
Hooray! We won the contract!
Congratulations! Now, don’t sit on your laurels. Remember the commitments you made to your clients during the pitch process and keep them involved through the project. Begin with release planning to decompose the epics into more usable stories and begin to uncover more of the project as you go, with milestones and deadlines if necessary. Keep your client informed, involved and in-the-loop and they’ll be happy when things change (and they will).
Boo, we didn’t win the contract.
Sorry, that sucks – but use it to learn a lesson. Find out why you didn’t win. If it’s just down to cost, then perhaps review your costs, or spend more time breaking down and estimating the stories to provide a more accurate figure next time.
Send out a survey to the client, asking them what they thought of the process and whether there is anything they’d change, or something they didn’t like. Gather as much data as possible, then spend some time retrospecting with your teams about how you can do it better next time.
My client doesn’t want to be that involved or isn’t interested in how we do it.
My advice here would be to not take on the business. If your client isn’t interested in being part of the process of building their product, then you are setting yourself up to fail. You’ll deliver a functional and technical spec detailing exactly what they want, you’ll deliver it and then find out that, while you delivered what they asked for, it isn’t what they wanted.
The old black box model of estimating and pitching for client work is difficult to manage, hard to sell and will bite you in the ass later down the line if you got it wrong at the start. By getting your client on board and understanding how you do things, and that they can and should be involved from the beginning to the end, you put yourself, your company, your team and, importantly, your client in a position to succeed.
I gave a talk at LondonWeb a couple of weeks ago. It was a lot of fun. I tried to broadcast it with Google Hangout on Air, but the hotel wi-fi was rubbish. Luckily, @nathanlon recorded it too, so here it is:
and the slides:
I read in my twitter stream today, this from @lloydwatkin:
I really hate bullshit phrases used in tech, my latest word of hate is ‘timebox’
and it got me thinking about time boxes. I use the word a lot and use the concept of time boxes in almost everything I do and Lloyds comment made me think “is this just a bullshit idea, or just a bullshit word, or bullshit in general?”
When meetings suck
I don’t know about you, but I’ve sat in my fair share of meetings that totally sucked. No one really had much to say, the conversation goes off on tangents, someone announces that we can’t talk about that now as it’s part of a ‘series of conversations that we need to have’ and everyone inwardly groans. There’s no agenda, no action points … nothing. Usually one person will dominate the room, quacking on as if they love the sound of their own voice, making statements based on little more than opinion, causing everyone in the room to raise an eyebrow and, maybe, an eye from their game of Angry Birds under the table. People pretend to take notes on their pads on their knees, when really they’re drawing larger and larger concentric circles and colouring every other one in while perhaps writing a poem, or ode to boredom*.
These are the meetings that everyone hates, when there are too many people, no agenda and people prone to waffling about shit only 20% of the room understand or care about. How does time boxing help here?
An agenda is a time box. If you’re booking or facilitating the meeting, you’ll find that an agenda and the authority to chair the meeting are all you need to have a successful outcome (assuming you have an idea of what the outcome should be). When you book the meeting, set the agenda in the meeting request:
00 – 10mins – Welcome and introduction
10 – 20mins – Talking about the herping
20 – 30mins – A demonstration of the derpa-machine
30 – 40mins – The future of the thing
40 – 60mins – Q&A, action points and AOB
These are time boxes. Maybe you don’t call them that. Most people call them agenda points and many people will leave off the timings, but by adding the time boxes to it, you’re subconsciously telling the attendees that, unless something extra happens, this is what we’ll discuss and this is how long you can expect it to take. If 50% of your attendees don’t care about the herping and 50% don’t care about the derpa machine, then those people know exactly how long they can draw concentric circles or play angry birds for. Or, they’ll know they only need to give 10mins attention to something they’re uninterested in and that’s better than 60mins attention to find the 10mins you’re interested in. Doing an agenda will also give people time to think about what they should be doing to prepare for any, all or just their part of the meeting. Finally, by setting a perimeter around an acceptable length of discussion time gives you the authority to say: “OK, we’ve run out of time for that agenda point. Batman and Spiderman, if you have more to say on this matter, please book another meeting and invite those people relevant. OK, so onto the next point…”. Trust me, people will be relieved.
So, by simply adding some timings to your agenda (which we can agree are useful) you’ve created time boxes. Things look good for time boxes so far.
What about meetings that can’t have an agenda?
Well, some meetings can’t. In SCRUM there are two that definitely don’t have any kind of official agenda; retrospective and sprint planning. Retrospective is a meeting where the team discusses HOW they did the work in the last sprint and what could be done to make it better. Generally, this involves everyone taking turns to say what they though was good, bad and how they think it might improve. Timeboxing here lends itself well in that, you divide the length of the meeting (in minutes) by the number of people and that’s how long each person get’s to speak for. They’re each time boxed. If there are six people retrospecting for an hour, they get 10 minutes each.
As for sprint planning, you can do the same with each section and then the stories. You’ll have to play with timings, but I suggest:
00 – 10mins – Cocking around that devs do getting coffees etc.
10 – 3omins- Quick groom of the backlog
30 – 60mins – Work out velocity and commit to stories
60 – 240mins – This is where it get’s fuzzy. It all depends on how many stories you’ve committed to. If you’ve committed to, say, three. Then divide the remaining time by three and get on with it. If it’s many stories, then perhaps set aside 45mins for the first story, 30mins for the second and 20 mins for the rest. Remember, you don’t have to do all your planning up front!
So, score two for time boxes. Without time boxes, sprint planning would but much harder and probably longer. Besides, they’re also one of the basic rules of scrum!
But that’s not all…
When scope creepsImagine, if you will, that you’re working on a bit of software, or a website and you show it to the stakeholder. They say “Hey, that’s nice, but can you…” and then give you a list of amends, some of which are huge. Welcome to scope creep.
If you’ve been in software or web development, you’ll have been a victim of scope creep. You get the list, you work your way through it and, all of a sudden, you’ve run out of time.
“But wait, ” you say, “surely time boxes cause this ‘lack of time’ problem.” Well, yes and no, but they definitely provide you with a reason NOT to do the stuff that has crept out of scope. Scrum is based around the idea of time boxes. Without them there wouldn’t be iterations. An iteration, or a sprint, is a timebox. Sprints don’t get extended, or shortened (although they can be cancelled). At the beginning of a sprint, the team commits to a bunch of stories that the product owner wants done. They work on them and, when nearly finished, will show the product owner or stakeholder who might say “Hey, that’s nice, but can you…” . To which you answer…
“… No, but if you wait unti the end of the sprint and ask me, I’ll do it then.”
Anybody reasonable can see that it’s a good compromise: work has been asked for that is clearly out of scope. The developer doesn’t have time to work on it during this timebox, but the timebox is there, defined and immutable, therefore can be used placeholder for when the work CAN be done (apart from the fact that the extra work needs a user story and estimation and prioritisation etc) and the stakeholder or product owner only has to wait until the end of the sprint (the maximum wait will be two weeks). Usually, by that time, they decide it’s not a relevant change anymore, or it was so insignificant as to be forgotten.
The point is, it’s there to add some boundaries, to protect the developers from scope creep and to protect the stakeholder from adding work that isn’t well thought out or valuable (this is quite a simplistic view, but it proves the point of the value of time boxes. Obviously, lot’s more comes from the scrum framework in order to derive value, but out of the scope (fnarrr!) of this article).
Right, so that’s three for three … next!
When the kitchen is a mess
So, when I said I use time boxes in almost everything I do, I meant it. I mean even my personal life and I suspect you do too (even you @lloydwatkin!). As an example which is fresh in my mind from last night: I was tidying the kitchen and had set myself some time boxes: 10mins to wash up, 5 mins to clear and clean the table, 5 mins to sweep the floor and 10 mins for extra stuff — 30 mins to clean the kitchen.
With these time boxes set for myself, it become a challenge to get this stuff done in those time boxes. And lo and behold, it takes 30 mins to do a chore which might otherwise take me an hour and a half (most of which would be procrastination). It also stops me from doing too-much-work (K.I.S.S!) as I might put something in a cupboard and think “Hmmz, that cupboard is a mess, I’ll just give it a quick tidy.”, et voila, scope creep.
Finally, time boxes aid immensely with parenting. If you’re a parent you’ve probably said (or shouted): “10minutes until bedtime!” and this creates an unwritten expectation (much like the meeting agenda or the sprint length) that, at the end of 10 mins, some action will happen (bedtime). Instead of the ambiguous “Bedtime soon!” which leaves it open ended and easy to abuse.
What to avoid
Boyles law states:
Which means, gas will expand to fill available volume. This law can also be used to describe development:
For a fixed amount of ideal developers kept saturated in caffeine, velocity and time are inversely proportional.
Which means, work will expand to fill the time allocated to it.
This is not always true, but you should be wary of it. Some teams will feel that, they have two weeks, so they can take it easy if they’ve underestimated a story or two. This is not fine. Velocity should remain constant. If at any point your teams feel they have undercommitted, then commit to more, or do something with value to the team – rebuild a tool, or refactor some code or SOMETHING and perhaps next time, commit to a little bit more and see if you can stretch a bit further. It’s a limbering excercise.
A time box is a limit, not a goal. If you’ve got a 10 minute time box in a meeting, or elsewhere, you don’t have to fill it, you just have to have finished within that time box.
I was asked this a while ago and I’ve seen it mentioned a few times on blogs and forums and what not. I’ve answered it on a few occasions, so I thought I’d put it all into a coherent blog post.
Estimating a project before you start, with a brand new team is a tricky situation and one lots of people encounter.
There is a way you can work it out though, but your product manager should understand that it’s an estimate and it will change. If you need some backup, read this article on the ‘Cone of Uncertainty’ by Jeff Atwood and remember, you know the LEAST about a project right at the beginning!
How can I estimate?
There’s two ways you can do this; based on points or based on hours. I’d suggest using the hours method as it will give you a range. You can get a range with points as well, but only when you’ve done a few sprints. Some people are against estimating in hours and, usually, I am too. But for this “beginning of a project with a new team” exercise, it’s invaluable. The below all assumes that you have a product backlog ordered by priority.
I’ll start with the points method (and, step 1!):
- Estimate, in story points, your entire backlog. This is easier than you think and is often called the white elephant method, we use it with great success.
- Draw up somewhere a grid with 0, 1, 2, 3, 5, 8, 13, 20, 40, 100 and ? as labels.
- Print out all your stories, or, if you’re already using index cards, just put them in a pile (but remember to put their priority order on them, so you don’t forget!) and put them in a stack somewhere.
- Now, each member of the team gets up, picks a story from the pile and sticks it to the board where they think it goes. If they have NO idea, then they put it in the ? box.
- Get everyone in the team to take turns in doing this. They must all do it in silence. Each turn they can pick up a story and place it on a board, they can also move a story that is already on the board, but they have to pick it up, face the team and say ‘I am moving this story because… ‘, then they can re-place it on the board.
- This goes on until all the stories are gone from the pile and no one is moving stories anymore.
- If you get two people moving a story back and forth because of a personal belief on it’s size, just have them put it in the larger number.
- Now, pick the story at the top of the backlog and say “Can we do this in two weeks?” If the team says yes, put it on the board, this board represents your sprint. Pick the next story and say “Can we also fit this story into two weeks?” if yes, put it on the board. Continue until your sprint is full.
Now, assuming you’ve story pointed all your backlog and the total is 260 points, you’ve worked out you can do 20 points per sprint, that means it’ll take you 13 sprints based on story points (so, 26 weeks). This will be quite wrong, but will give you a rough idea. If your product manager is bit simple, he might start telling everyone it’ll be done in 26 weeks. So, do the next step too:
- Ask each member of the team to estimate a max and min number of hours a day that they can work (taking into account meetings, phonecalls, emails etc etc that take time out of your productive, development hours); so Steve might say 4 – 5, Tina 5 – 6 and Hardeep 6 – 7. Work this out as hours per sprint. (So, Steve can do 40-60 hours per sprint in a two week sprint), with the above figures you’ll have a range of 150-180 hours a week;
- Remove all the cards from the board and put them back on the backlog;
- Pick the top story again, say “Can we fit this into a sprint?” If the team says yes, put it on the board again;
- Next, break this story down into tasks and estimate those tasks in hours;
- Do steps 3 and 4 until the team says they can’t fit anymore in the sprint based on the total number of hours (by adding up all the tasks) and their estimated man hours per sprint (ie: 150-180 hours per week as above), as a guideline, you should probably stop at around the 165 hour mark or, if the team cannot agree whether a story would fit or not, assume it won’t;
- Add up the number of hours they estimated, now you have how many hours they can fit into a sprint;
- Add up the story points for the sprint, this gives you your velocity.
So, you now do:
> total story points / velocity (from step1) = number of sprints based on velocity (don’t use this though, it’s a very rough guide)
> number of sprints based on velocity x (estimated hours for sprint (from step 2)) = total hours for project.
> (total hours for project) / (lower weekly hours estimate) = minimum number of sprints
> (total hours for project) / (upper weekly hours estimate) = maximum number or sprints
As an example:
> 400 / 20 = 20
> 20 x 165 = 3300
> 3300 / 150 = 22 sprints
> 3300/ 180 = 18 sprints
So, now you can say to your product manager, the project will take between 44 and 36 weeks (assuming two week sprints). Again, this is still only an estimate, but it gives you a better idea. Especially as you know the least right at the start. The best thing to do is provide continual updates to the PM. Once you’ve done a couple of sprints, you’ll have a better idea of your velocity and you should groom your backlog frequently (including re-estimating occasionally) to keep your estimated delivery fresh, based on the most up-to-date knowledge.
My children LOVE the Toy Story movies and, consequently, anything involving Buzz, Woody or the rest of the gang. We picked up a VHS cassette (remember those) which was a bunch of animated (and I mean in the original sense; cartoon animation) shorts about Buzz Lightyear and his adventures in the Space Rangers. It’s a great set of stories, but they’re animated and they’re not as good as the actual movies. The actual movies bring the characters alive and engross me (ahem, I mean, my children) in the story. The VHS is just like a Saturday morning cartoon, entertaining, but I’d switch over without thinking about it.
This parallels the difference between using a whiteboard for a sprint backlog and a digital tool.
Trac, great for ticketing, average for sprinting
I’m coaching two teams at the moment and, while I was still a developer here, I could sense that things had stagnated around the whole idea of scrum. The teams were using Trac as a digital whiteboard and, for the most part, it worked. But one thing that I’ve really begun to notice as a Agile Coach for these teams is that, some impediments aren’t being raised and some tasks are taking a lot longer than estimated in planning. I’m not quite sure why yet, it might be that the teams don’t recognise impediments as impediments, or they’re just really bad at estimating (which, I don’t think is the case).
The other problem with Trac is that it doesn’t encourage communication. It encourages people to write terse, often technical prose in the tickets in Trac, conversations are held there (and recorded) but come on! This isn’t agile! This isn’t face-t0-face communication! Something needs to be done, damn it!
More visibility please!
We needed more visibility on the sprint backlog and I suggested that we go analogue, use a whiteboard, index cards, post-its and sharpies. It took a while and a well rounded discussion (which I’ll go into in another post), but eventually, the team decided to go for it – and I’m glad they did. Already it’s more visible, the board is in your FACE huge and it has a photo of the product owner in a stupid hat on it. The team have started to make it their own and I want to see them create a team culture around the board. Something they can share in, something a bit like a totem pole I guess (although, I’d be aghast if they started worshipping at the altar of scrum (unless they provided me with sacrificial KFC…)) anyway, my point is this: having a white board and going ‘analogue’ means you create somewhere for the team to hang out, discuss their sprint, families, whatever. It’s an ‘information radiator’. Just by lifting my head now, I, and the rest of the department, can see how they’re doing, whether they’re behind, ahead or drawing pictures of stick men dancing. It’s open, honest and truly visible. I think they’re going to love it.
Processed Scrum (as bad as spam)
Another by-product of using Trac is that the teams were allowing it to dictate their process. Using a tool that wasn’t designed for the job or a tool that doesn’t allow you to modify your process as you go is instantly setting you up to fail. How do you try new methods of sprinting, or change your flow after a retrospective? To give you an example, the teams were having some sprints that didn’t have any ‘testable’ features, nothing that could be passed to QA (actually, the didn’t even HAVE a QA at the time), yet, they still dutifully dropped the tickets into the ‘test’ column, which doesn’t sound so bad unless you know the ‘test’ column follows the ‘review’ column. Meaning, each task was reviewed twice – not very efficient.
With a white board (or, in fact, anything you write on yourself. You could go REALLY old school and have a blackboard!) you wipe it clean at the beginning of every sprint. If the team decides they don’t need a ‘Test’ column, then don’t put one in! Similarly, it allows you to experiment with any other element of your sprint that requires recording. Want to try not recording hours, you can (you can’t in Trac). The argument was raised that Trac could be modified to support this – but who really wants to spend the first day of a sprint modifying your sprint backlog tool to support an experiment that may or may not work?
The team were immersed in their digital representation of the sprint. Dutifully updating their tickets, burning down hours and watching the pixels move across the screen, but it wasn’t really a team in full sprint, it was an approximation of one. Much like a cartoon animated Buzz Lightyear is only an approximation of a CGI generated Pixar one.
The only reason you really *need* to be using a digital tool to track your sprints is if your team is distributed, and I mean the whole team. If you’ve only got one guy|gal not sitting with the rest of your team, then a webcam pointed at the team board will do.
(Maybe this is how I will introduce my children to the concept of Agile!)