In this video, learn how to use relative estimation.
- All the project planning is in hours, days, and weeks. … In these meetings you'll go around the room … and ask for time estimates. … Often the metric is more precise than the team's ability … to understand the work. … So they'll end up giving you a range. … They'll say, it could take one to three days. … Agile doesn't fix how bad teams are at estimating. … Instead the team spends much less time on this activity. … From an Agile perspective, not doing something … is the fastest way to get it done. … The team won't think in hours, days or weeks. … They'll think in relative sizing. … Relative estimating compares what you don't know … against what you do know. … You might not be able to guess how much a truck weighs, … but if you saw the truck, you can probably guess … how many cars equal a truck. … You might not know how much a lion weighs, … but you can guess it might be three or four dogs. … This estimation in not designed to be precise. … But that doesn't mean it's useless. … Instead it gives you a starting point, …
- Explain how a sprint differs from a traditional project.
- Name three user roles.
- Define the acronym INVEST and explain its purpose.
- List three main sections of a project charter.
- Identify the benefits of planning poker.
- Recall the challenges associated with the sprint backlog.