47015Re: [scrumdevelopment] Status Reporting, scheduling & estimation in Scrum
- May 30, 2010Hello, b_aashish. On Sunday, May 30, 2010, at 3:34:10 AM, you
> Reporting status in Waterfall projects is easy - you have theYes, except that the information is absolutely false. Completing a
> milestones (e.g. Req Doc completed/sign-off, Design docs
> completed, coding finished etc.. You have an overall plan and
> schedule against which you report that the projecy is 25% comeplete etc.
requirements document in no way indicates anything about whether the
project will be done. It would be quite easy to write a requirements
document that was completely incapable of being implemented. Most of
them are at least PARTLY incapable of being implemented at all. Most
of them are incapable of being implemented fully.
So reporting Waterfall projects is easy ... unless you care about
> How does one that in Scrum projects? Specially if it is aYou are asking a different question than you answered above, even
> greenfield project. Does one do a high-level estimate/schedule of
> the entire Product backlog at the start? What kind of estimation
> would help here? How does one tell the customer how many sprints
> would be required to finish the complete the complete project? Any
> recommendations for status reporting? How can one apply EV here?
not counting that the answer above isn't true.
With a Scrum project you have backlog items to do. You have a known
number of them (though you are allowed to change them, add them, and
delete them, because you're interested in the best result, not the
So you draw a Sprint burndown (or better yet burn UP) chart. From
the very first weeks of the project, this chart shows how fast you
are growing features. The slope of this curve intersects the line
showing how many features you want, at the delivery date.
> Any insight please?It seems to me that some additional training and reading in Agile
and Scrum would be helpful, as the above is pretty basic stuff. I'll
point you here to some things I've written, and I hope that others
will do so as well.
Kate Oneal: The Empire Starts Out
After Dan Devlin, President of Oak River Software, dropped in on
her at the coffee shop, Kate agreed to consider helping with the
proposed new Empire project. Empire was life or death for Oak
River. Without Empire, they’d go under, and Dan couldn’t afford to
(intro at http://xprogramming.com/kate-oneal/aokoprologue/)
Beyond Agile — The Agile Barrier
Agile projects very often seem to stall out after gaining perhaps
twenty-five percent of the possible benefit. Why is this? What can
NOTE: This article is part of a series about going beyond the
basics of Agile, but it points directly to the topic here, status
Agile and Scrum are not like what you're used to. Even some of the
questions aren't the same, much less the answers. Dig in, it's worth
The fact that we know more today, and are more capable today,
is good news about today, not bad news about yesterday.
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