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300

250
Tasks Burn Down

200

150

100

50

0
11-Aug 12-Aug 13-Aug 14-Aug 15-Aug 18-Aug

Burndown Chart ProjectName Sprint X


Days in sprint 10
Planned 230 230 230 230
Unplanned 0 0 25 25
Completed 0 25 55 80
Remaining 230 205 200 175
Sprint Days 11-Aug 12-Aug 13-Aug 14-Aug

Story Points 20 20 20 20
Cashed In SP 0 0 0 0
Scope in task hours 0 0 0 0
Scope creep 230 230 255 255
Ideal line 230 204 179 153
Zeroes stretch burnup 0 0 0 0

Comments:
11-Aug Retrospective and Sprint Planning
19-Aug scoped out a story B due to a lot of unforseen work on story A
22-Aug Release in afternoon
20

18

Story Point Burn up


16

14

12

10

0
15-Aug 18-Aug 19-Aug 20-Aug 21-Aug 22-Aug

230 192 192 192 192


40 40 44 46 58
110 135 157 192 237
160 97 79 46 13
15-Aug 18-Aug 19-Aug 20-Aug 21-Aug

20 16 16 16 16
5 5 8 10 10
0 38 0 0 0
270 232 236 238 250
128 102 77 51 26
0 0 0 0 0
20

18
Story Point Burn up

16

14

12

10

0
22-Aug

190
58
248
0
22-Aug

16
16
2
248
0
0
350

300

250
Burn up

200

150

100

50

0
11-Aug 12-Aug 13-Aug 14-Aug 15-Aug 18-Aug 19-Aug 20-Aug 21-Aug 22-Aug
Story point burn up

25

20

15

10

0
11-Aug 12-Aug 13-Aug 14-Aug 15-Aug 18-Aug 19-Aug 20-Aug 21-Aug 22-Aug
Sprint Calculations
IMPORTANT: The following numbers tells us about the way we estimate, and yield relative numbers.
Over time they provide predictability! Read the wrong way(or by wrong persons), the way we estimate
will change and predictability is lost.

Current sprint, X:

Commitment:
Estimated Dev Resources 750
Story Points 20
Estimated Task Hours 230
Up Front Commitment Factor 3.3

Actual Delivery
Development Hours Spent 845
Story Points 16
Tasks Delivered 248
Factor (Est. resources/delivered) 3.0242
Real Factor (used/delivered) 3.407

Unplanned Task Hours 58 8% of planned


Scoped In/Out Tasks -40
Average Task Delivery Velocity 25

Empirical factor (commitment reliability)4.1 Res. used / ( delievered + scope up * uncertainty)


should be the comparable up factor when committing to next sprint. There are many numbers to compare, but
is a good guide for predictability.

Note to self: We didn't deliver what we committed to deliver. There were to much overhead and unforseen tas
the team agrees that we have learned and improved, and feels that a factor above 4 is unambitiously high. An
to 3,5 should be feasible

User stories: SP
A 5
B 3
C 2
D 6
E 4
total 20

History:

Sprint 1
details
Sprint 2
details
Sprint X-1
details
relative numbers.
he way we estimate

ope up * uncertainty)
ny numbers to compare, but this factor

h overhead and unforseen tasks. However,


e 4 is unambitiously high. An improvement
Sprint X of Team TnT

Ressursallokering ### ### ### ### ### ### ### ### ###
Dev 1 7.5 7.5 7.5 7.5 7.5 7.5 7.5 7.5 7.5
Dev 2 7.5 7.5 7.5 7.5 7.5 7.5 7.5 7.5 7.5
Dev 3 7.5 7.5 7.5 7.5 7.5 7.5 7.5 7.5 7.5
Dev 4 7.5 7.5 7.5 7.5 7.5 7.5 7.5 7.5 7.5
Dev 5 7.5 7.5 7.5 7.5 7.5 7.5 7.5 7.5 7.5
Dev 6 7.5 7.5 7.5 7.5 7.5 7.5 7.5 7.5 7.5
Dev 7 7.5 7.5 7.5 7.5 7.5 7.5 7.5 7.5 7.5
Dev 8 7.5 7.5 7.5 7.5 7.5 7.5 7.5 7.5 7.5
Dev 9 7.5 7.5 7.5 7.5 7.5 7.5 7.5 7.5 7.5
Dev 10 7.5 7.5 7.5 7.5 7.5 7.5 7.5 7.5 7.5
Total dev resources
###
7.5 75
7.5 75
7.5 75
7.5 75
7.5 75
7.5 75
7.5 75
7.5 75
7.5 75
7.5 75
resources 750

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