Table 5 3 WBS Creation Traditional Agile Create a work breakdown structure

Table 5 3 wbs creation traditional agile create a

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Table 5-3WBS CreationTraditionalAgileCreate a work breakdown structureConduct planning meetings and give the team diagram.the responsibility for breaking down the workinto smaller work packages (features andtasks), displayed as the release plan at thehigh level, and the iteration plan at the moredetailed level.77S C O P E P L A N N I N G
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78S C O P E M A N A G E M E N TFigure 5-7Release plan featurebreakdown structureIteration 1Iteration 2Iteration 3Iteration 4CustomerProfileSoftwareProductReleaseOrderEntryInventoryReportCustomerBillingSecurityOptionsInventoryUpdatesTrendReportingFigure 5-8Iteration plan (partial)Tasks:Confirm available inventory.Capture customer info.Capture shipping options.Validate credit card.Provide status to user (pass, fail).Etc.Estimate (hours):513822Who:SueSueRobStuStuIteration 1OrderEntryPlace OrderUsing CreditCardPlace OrderUsing PayPalAccess/EditShoppingCartCancelOrder
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Scope VerificationScope verification is accomplished within the iteration, as the customer getsto review, test, and accept the implemented features. Ideally this happensthroughout the iteration, but it can also happen at the end of the iteration,during the demo of the working code. Those features that were not accepted(either because they weren’t ready or weren’t right) move back into thebacklog or into the next iteration at the discretion of the customer. Scopechange control is handled by the management of this backlog, as discussedin the previous chapter on integration.Table 5-4 makes the comparison between the traditional and agileapproaches to scope verification. Scope verification is captured by the agilepractices of acceptance testing and customer acceptance.Table 5-4Scope VerificationTraditionalAgileDocument those completed deliverablesDocumentation of accepted features maythat have been accepted and those thatbe done informally (by moving the sticky have not been accepted, along with the reason.notes to the “done” pile) or formally.Document change requests.Customer updates the backlog.Scope ControlControlling scope in agile projects consists of two things: managing theproduct backlog and protecting the iteration. Whereas the customer main-tains the backlog, it is the agile project manager who protects the team andhelps prevent scope changes from occurring during the iteration.When a team commits to the iteration at the end of the iteration plan-ning meeting, the delivery team is effectively saying, “Given what we knowtoday, we believe we can deliver this work using our definition of ‘done’within this iteration,” and the customer is effectively saying, “Given what I79S C O P E P L A N N I N G
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know today, this is the work that I am expecting by the end of the iteration,and during that time I will not mess with the iteration backlog” (that is,scope). The iteration backlog is thus locked in.
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