25. Range estimation in Scrum Poker Still middle of the road, but Green recognizes some risk Orange sees this as really easy Blue sees this as more complicated The likely discussion: Orange and Blue need to compare their visions for this task. Likely Outcome: 8-13? Red and Blue no longer agree: Red is confused or sees big risks
35. How long? Um… 2 days 4 days Do you know your fudge factor? You Your Boss Big Boss
36. How long? 2-4 days 2-4 days Ranges help you control your fudge factor You Your Boss Big Boss
37. Another example: Use ranges to better empower your boss or client You Your Boss Big Boss
38. Perfect – Do it! How long? How much for X? GRRR Umm….. You Your Boss Big Boss 2 days Actually … 4 days 4 days later… 2 days * rate Budget Left: 2 days
42. Potential pitfalls of range estimation Really Wide Ranges Not everything can take 2 – 200 hours or you lose all credibility
43. Potential pitfalls of range estimation Bosses who don’t get it You’re going to have to sell them on how your estimates will improve their decision making ability.
44. Potential pitfalls of range estimation Pushed back deadlines Ranges are not an excuse to always miss deadlines. But they do make it less of a surprise, and encourage you to be more cautious.
45. Potential pitfalls of range estimation Is 2/3 the new single-point? Be careful not to just start treating the 2/3 calculated estimate, use the ranges.