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Re: User Stories Opinion

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  • charles_bradley_scrum_coach
    Ron, ... Ok, then my opinion on that theme is: 1. I believe the technique you describe is an estimation technique, and I don t think I ll change my mind on
    Message 1 of 48 , Oct 9, 2010
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      Ron,

      > > Do I have that much right?
      >
      > Yes ...

      Ok, then my opinion on that theme is:
      1. I believe the technique you describe is an estimation technique, and I don't think I'll change my mind on that. The minute you extrapolate your (historical)measurement in an effort to set customer/deadline expectations in the future, that's an estimate, IMO.

      Here is a definition of estimate I found at reference.com:
      <snip>
      1.to form an approximate judgment or opinion regarding the worth, amount, size, weight, etc., of; calculate approximately...
      </snip>

      I also believe that when someone decides that a story is "small" or even "too big to fit within a sprint", that is an estimate as well.

      2. What sent me 'round the bend was this comment from Steve:
      > .I think that's why I'm starting to join the "don't estimate them" crowd.
      What I took that to mean was that stories are never estimated in any way, to which I replied I don't know any org that can do well without *some sort* of estimation process to set customer expectations. Steve might have meant "don't estimate them[Using planning poker and story points]". That's the reason I attempted to clarify, although my attempt at clarification might have been not so good.

      I wrote:
      > I don't know how any organization can execute well without some sort of estimation process in order to set customer/stakeholder expectations appropriately.

      When I used the term "estimation process" here, I was not speaking of story pointing or any other specific estimation technique, just that *some sort or type* of estimation technique is needed.

      3. I see your technique as another estimation technique. To me, this is the real beauty of Scrum as a framework. The Scrum Guide says that backlog items are estimated, but it doesn't specify a particular technique for doing so. Your technique, IMO, is an estimation technique that was probably grown from the three pillars of Scrum theory: transparency, inspection, and adaptation. In my mind, it is just another candidate in the pool of other techniques that we discussed.

      4. Though I've never used your technique(caveat), I think I could see some situations where it would work really well and some situations where it might not work so well. You've described some actual observed evidence of where it worked well and why. I respect that. The technique is highly attractive in my mind, especially for certain situations. Like all techniques, I'm sure it has its advantages and disadvantages in different contexts/situations. Thanks for throwing another handy tool in my toolbox.

      I'll leave it at that for now. Thanks again for the excellent interchange of ideas.

      Charles
    • charles_bradley_scrum_coach
      Ron, ... Ok, then my opinion on that theme is: 1. I believe the technique you describe is an estimation technique, and I don t think I ll change my mind on
      Message 48 of 48 , Oct 9, 2010
      • 0 Attachment
        Ron,

        > > Do I have that much right?
        >
        > Yes ...

        Ok, then my opinion on that theme is:
        1. I believe the technique you describe is an estimation technique, and I don't think I'll change my mind on that. The minute you extrapolate your (historical)measurement in an effort to set customer/deadline expectations in the future, that's an estimate, IMO.

        Here is a definition of estimate I found at reference.com:
        <snip>
        1.to form an approximate judgment or opinion regarding the worth, amount, size, weight, etc., of; calculate approximately...
        </snip>

        I also believe that when someone decides that a story is "small" or even "too big to fit within a sprint", that is an estimate as well.

        2. What sent me 'round the bend was this comment from Steve:
        > .I think that's why I'm starting to join the "don't estimate them" crowd.
        What I took that to mean was that stories are never estimated in any way, to which I replied I don't know any org that can do well without *some sort* of estimation process to set customer expectations. Steve might have meant "don't estimate them[Using planning poker and story points]". That's the reason I attempted to clarify, although my attempt at clarification might have been not so good.

        I wrote:
        > I don't know how any organization can execute well without some sort of estimation process in order to set customer/stakeholder expectations appropriately.

        When I used the term "estimation process" here, I was not speaking of story pointing or any other specific estimation technique, just that *some sort or type* of estimation technique is needed.

        3. I see your technique as another estimation technique. To me, this is the real beauty of Scrum as a framework. The Scrum Guide says that backlog items are estimated, but it doesn't specify a particular technique for doing so. Your technique, IMO, is an estimation technique that was probably grown from the three pillars of Scrum theory: transparency, inspection, and adaptation. In my mind, it is just another candidate in the pool of other techniques that we discussed.

        4. Though I've never used your technique(caveat), I think I could see some situations where it would work really well and some situations where it might not work so well. You've described some actual observed evidence of where it worked well and why. I respect that. The technique is highly attractive in my mind, especially for certain situations. Like all techniques, I'm sure it has its advantages and disadvantages in different contexts/situations. Thanks for throwing another handy tool in my toolbox.

        I'll leave it at that for now. Thanks again for the excellent interchange of ideas.

        Charles
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