Scrum is simple; it consists of six time boxes (one of which is optional), three roles, and three ‘official’ artifacts. A sprint, the first of the six time boxes, is an iteration defined by a fixed start and end date; it is kicked off by sprint planning and concluded by the sprint review and retrospective. The […]
Reports provide visibility. Managers and key stakeholders want a snapshot of how a department, program, and all projects that roll under them, are doing at a given point in time. This helps them observe, manage funding, allocate resources, and track against annual plans at the enterprise, department, or program level.
At a Sprint-level, the burndown presents the easiest way to track whether the Sprint is on or off-track, and what are it’s chances of meeting the Sprint goal. When used right, the burndown chart can provide near-real time updates on Sprint progress.
At the beginning of a Sprint, the Scrum team perform Sprint Planning and agree to take on development work worth a certain number of Story points. This forms the basis for the Sprint Burndown chart.
The total story points agreed at the beginning of the sprint make up the y-axis, and the individual dates in the Sprint make up x-axis. If the team does it right, then they would take in just the right amount of work into a sprint. And if everything goes well, the burndown trend will look like this:
Sprint Velocity represents the average number of story points a team can take on for a Sprint. This number is based on observing how many story points were delivered during the previous two to three Sprints, and simply calculating the average story points delivered per sprint. This metric helps the team achieve the ideal Sprint burndown. The obvious limitation with velocity is that you need at least two to three sprints’ worth progress before you can identify a trend.
Epic, Product and Release Burndown
Epic, Product and Release burndown charts help track status at epic, product, and release-level respectively. The accuracy of the burndown improves with time, as the team deliver the first few sprints.
Earned value is about measuring whether the amount of money spent through so far in the project justifies the amount of work completed at the given point in time.
- Budget – the estimated cost of your project.
- Actual cost (AC) – the proportion of the original budget the team has spent so far.
- Planned Value (PV) – the proportion of the project scope that was expected to have been delivered by the given time.
- Earned Value (EV) – the ‘real’ value of the scope that has actually been delivered so far.
Plot defects as they are identified, the outstanding, and those that are eliminated on a graph, and you’ll have yourself a visual Defects Trend chart. Defects Trends are useful in tracking defects resolution for a release or product as a whole.
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