| About the Author | | xvii | |
| Foreword | | xix | |
|
| Foreword | | xxi | |
|
| Foreword | | xxv | |
|
| Acknowledgments | | xxvii | |
| Introduction | | xxix | |
| Part I: The Problem and the Goal |
| | 1 | (32) |
| | 3 | (8) |
| | 5 | (3) |
| | 8 | (1) |
| What Makes Planning Agile? |
| | 9 | (1) |
| | 10 | (1) |
| | 10 | (1) |
| | 11 | (10) |
| Planning Is by Activity Rather Than Feature |
| | 12 | (3) |
| Multitasking Causes Further Delays |
| | 15 | (2) |
| Features Are Not Developed by Priority |
| | 17 | (1) |
| | 17 | (1) |
| Estimates Become Commitments |
| | 18 | (1) |
| | 18 | (1) |
| | 19 | (2) |
| | 21 | (12) |
| An Agile Approach to Projects |
| | 23 | (4) |
| An Agile Approach to Planning |
| | 27 | (4) |
| | 31 | (1) |
| | 32 | (1) |
| | 33 | (44) |
| Estimating Size with Story Points |
| | 35 | (8) |
| Story Points Are Relative |
| | 36 | (2) |
| | 38 | (2) |
| | 40 | (1) |
| | 41 | (2) |
| | 43 | (6) |
| Ideal Time and Software Development |
| | 44 | (2) |
| Ideal Days as a Measure of Size |
| | 46 | (1) |
| | 46 | (1) |
| | 47 | (1) |
| | 47 | (2) |
| Techniques for Estimating |
| | 49 | (12) |
| | 51 | (1) |
| | 52 | (2) |
| | 54 | (2) |
| | 56 | (3) |
| | 59 | (1) |
| | 60 | (1) |
| | 60 | (1) |
| | 61 | (8) |
| Introducing the SwimStats Website |
| | 61 | (1) |
| | 62 | (2) |
| | 64 | (2) |
| Re-Estimating Partially Completed Stories |
| | 66 | (1) |
| The Purpose of Re-Estimating |
| | 67 | (1) |
| | 67 | (1) |
| | 67 | (2) |
| Choosing between Story Points and Ideal Days |
| | 69 | (8) |
| Considerations Favoring Story Points |
| | 69 | (3) |
| Considerations Favoring Ideal Days |
| | 72 | (1) |
| | 73 | (1) |
| | 74 | (1) |
| | 75 | (2) |
| Part III: Planning for Value |
| | 77 | (54) |
| | 79 | (12) |
| Factors in Prioritization |
| | 80 | (6) |
| Combining the Four Factors |
| | 86 | (1) |
| | 86 | (2) |
| | 88 | (1) |
| | 89 | (2) |
| | 91 | (20) |
| | 93 | (3) |
| | 96 | (6) |
| | 102 | (6) |
| | 108 | (1) |
| | 109 | (1) |
| | 109 | (2) |
| Prioritizing Desirability |
| | 111 | (10) |
| Kano Model of Customer Satisfaction |
| | 112 | (5) |
| Relative Weighting: Another Approach |
| | 117 | (2) |
| | 119 | (1) |
| | 120 | (1) |
| | 121 | (10) |
| When to Split a User Story |
| | 121 | (1) |
| Splitting across Data Boundaries |
| | 122 | (2) |
| Splitting on Operational Boundaries |
| | 124 | (1) |
| Removing Cross-Cutting Concerns |
| | 125 | (1) |
| Don't Meet Performance Constraints |
| | 126 | (1) |
| Split Stories of Mixed Priority |
| | 127 | (1) |
| Don't Split a Story into Tasks |
| | 127 | (1) |
| Avoid the Temptation of Related Changes |
| | 128 | (1) |
| | 128 | (1) |
| | 129 | (1) |
| | 129 | (2) |
| | 131 | (82) |
| Release Planning Essentials |
| | 133 | (12) |
| | 134 | (4) |
| Updating the Release Plan |
| | 138 | (1) |
| | 139 | (3) |
| | 142 | (1) |
| | 143 | (2) |
| | 145 | (22) |
| Tasks Are Not Allocated During Iteration Planning |
| | 147 | (1) |
| How Iteration and Release Planning Differ |
| | 148 | (1) |
| Velocity-Driven Iteration Planning |
| | 149 | (9) |
| Commitment-Driven Iteration Planning |
| | 158 | (4) |
| | 162 | (1) |
| Relating Task Estimates to Story Points |
| | 163 | (2) |
| | 165 | (1) |
| | 166 | (1) |
| Selecting an Iteration Length |
| | 167 | (10) |
| Factors in Selecting an Iteration Length |
| | 167 | (4) |
| | 171 | (2) |
| | 173 | (2) |
| | 175 | (1) |
| | 176 | (1) |
| | 177 | (10) |
| | 178 | (1) |
| | 179 | (2) |
| | 181 | (4) |
| Which Approach Should I Use? |
| | 185 | (1) |
| | 186 | (1) |
| | 186 | (1) |
| Buffering Plans for Uncertainty |
| | 187 | (16) |
| | 188 | (1) |
| | 189 | (9) |
| | 198 | (1) |
| A Schedule Buffer Is Not Padding |
| | 199 | (1) |
| | 199 | (1) |
| | 200 | (1) |
| | 201 | (2) |
| Planning the Multiple-Team Project |
| | 203 | (10) |
| Establishing a Common Basis for Estimates |
| | 204 | (1) |
| Adding Detail to User Stories Sooner |
| | 205 | (1) |
| | 206 | (2) |
| Incorporating Feeding Buffers into the Plan |
| | 208 | (2) |
| | 210 | (1) |
| | 210 | (1) |
| | 211 | (2) |
| Part V: Tracking and Communicating |
| | 213 | (34) |
| Monitoring the Release Plan |
| | 215 | (12) |
| | 216 | (3) |
| | 219 | (5) |
| | 224 | (1) |
| | 225 | (1) |
| | 226 | (1) |
| Monitoring the Iteration Plan |
| | 227 | (8) |
| | 227 | (3) |
| Iteration Burndown Charts |
| | 230 | (1) |
| | 231 | (1) |
| | 232 | (1) |
| | 232 | (1) |
| | 233 | (2) |
| Communicating about Plans |
| | 235 | (12) |
| | 237 | (1) |
| | 238 | (3) |
| An End-of-Iteration Summary |
| | 241 | (3) |
| | 244 | (1) |
| | 245 | (2) |
| Part VI: Why Agile Planning Works |
| | 247 | (12) |
| | 249 | (10) |
| Replanning Occurs Frequently |
| | 249 | (1) |
| Estimates of Size and Duration Are Separated |
| | 250 | (1) |
| Plans Are Made at Different Levels |
| | 251 | (1) |
| Plans Are Based on Features, Not Tasks |
| | 252 | (1) |
| Small Stories Keep Work Flowing |
| | 252 | (1) |
| Work in Process Is Eliminated Every Iteration |
| | 252 | (1) |
| Tracking Is at the Team Level |
| | 253 | (1) |
| Uncertainty Is Acknowledged and Planned For |
| | 253 | (1) |
| A Dozen Guidelines for Agile Estimating and Planning |
| | 254 | (2) |
| | 256 | (1) |
| | 257 | (2) |
| | 259 | (54) |
| A Case Study: Bomb Shelter Studios |
| | 261 | (52) |
| | 262 | (8) |
| Estimating the User Stories |
| | 270 | (11) |
| Preparing for Product Research |
| | 281 | (3) |
| Iteration and Release Planning, Round 1 |
| | 284 | (18) |
| | 302 | (1) |
| Planning the Second Iteration |
| | 303 | (2) |
| | 305 | (1) |
| Revising the Release Plan |
| | 305 | (3) |
| Presenting the Revised Plan to Phil |
| | 308 | (4) |
| | 312 | (1) |
| Reference List | | 313 | (6) |
| Index | | 319 | |
