Planning Poker for Improved Project Delivery - Revision history

Keegan: /* Abstract */

2019-03-04T16:12:24Z

Abstract

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	This article will cover the aspect of accurate estimations of work needed to successfully deliver a project, through the use of an estimation technique known as Planning Poker. Typically used in an Agile approach to project management, Planning Poker helps teams more effectively judge how long tasks will be take to complete, by including different expert opinions from the team when estimating.<ref name="PlanningP">Cohn, M., [https://www.mountaingoatsoftware.com/books/agile-estimating-and-planning "Agile Estimating and Planning"], Prentice Hall, November 2005.</ref> More accurate completion times for tasks allows for better project planning, better project execution and a more realistic deadline for the project, helping meet business objectives and stakeholder expectations on time and on budget.<ref name=PMI/>		This article will cover the aspect of accurate estimations of work needed to successfully deliver a project, through the use of an estimation technique known as Planning Poker. Typically used in an Agile approach to project management, Planning Poker helps teams more effectively judge how long tasks will be take to complete, by including different expert opinions from the team when estimating.<ref name="PlanningP">Cohn, M., [https://www.mountaingoatsoftware.com/books/agile-estimating-and-planning "Agile Estimating and Planning"], Prentice Hall, November 2005.</ref> More accurate completion times for tasks allows for better project planning, better project execution and a more realistic deadline for the project, helping meet business objectives and stakeholder expectations on time and on budget.<ref name=PMI/>


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Keegan at 16:09, 4 March 2019

2019-03-04T16:09:12Z

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	This article will cover the aspect of accurate estimations of work needed to successfully deliver a project, through the use of an estimation technique known as Planning Poker. Typically used in an Agile approach to project management, Planning Poker helps teams more effectively judge how long tasks will be take to complete, by including different expert opinions from the team when estimating.<ref name="PlanningP">Cohn, M., [https://www.mountaingoatsoftware.com/books/agile-estimating-and-planning "Agile Estimating and Planning"], Prentice Hall, November 2005.</ref> More accurate completion times for tasks allows for better project planning, better project execution and a more realistic deadline for the project, helping meet business objectives and stakeholder expectations on time and on budget.<ref name=PMI/>		This article will cover the aspect of accurate estimations of work needed to successfully deliver a project, through the use of an estimation technique known as Planning Poker. Typically used in an Agile approach to project management, Planning Poker helps teams more effectively judge how long tasks will be take to complete, by including different expert opinions from the team when estimating.<ref name="PlanningP">Cohn, M., [https://www.mountaingoatsoftware.com/books/agile-estimating-and-planning "Agile Estimating and Planning"], Prentice Hall, November 2005.</ref> More accurate completion times for tasks allows for better project planning, better project execution and a more realistic deadline for the project, helping meet business objectives and stakeholder expectations on time and on budget.<ref name=PMI/>

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	=The Big Idea=		=The Big Idea=

Keegan at 16:08, 4 March 2019

2019-03-04T16:08:21Z

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			''Developed by Keegan van Kooten''

	=Abstract=		=Abstract=

Keegan: /* Annotated Bibliography */

2019-03-04T15:51:46Z

Annotated Bibliography

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	[2] Cohn, M., "Agile Estimating and Planning", Prentice Hall, November 2005. Retrieved on 18 February 2019:		[2] Cohn, M., "Agile Estimating and Planning", Prentice Hall, November 2005. Retrieved on 18 February 2019:
	This book lays the foundation for estimating and planning in an Agile mindset. Written by Mike Cohn, who popularised the methodology for estimating tasks, it lays out everything needed for understanding and applying the Planning Poker tool in a team setting. Great resource for learning about the need for Planning Poker in teams.		This book lays the foundation for estimating and planning in an Agile mindset. Written by Mike Cohn, who popularised the methodology for estimating tasks, it lays out everything needed for understanding and applying the Planning Poker tool in a team setting. Great resource for learning about the need for, and the specifics about, Planning Poker in teams.

	[4] SAFe, "Story", October 2018. Retrieved 21 February 2019		[4] SAFe, "Story", October 2018. Retrieved 21 February 2019
	A link to the scaled agile framework (SAFe) website, this resource is the official homepage for all this SAFe related material. An expansive library of information, this site provides clear, open and extensive knowledge and descriptions into the working of the SAFe protocol, from which Planning Poker is an essential tool.		A link to the scaled agile framework (SAFe) website, this resource is the official homepage for all this SAFe related material. An expansive library of information, this site provides clear, open and an extensive body of knowledge and descriptions into the working of the SAFe protocol, from which Planning Poker is an essential tool.

	[8] Haugen, N., 2006, "An Empirical Study of Using Planning Poker for User Story Estimation", IEEE Computer Society. This paper is a study conducted by Nils C. Haugen to aid in the literature regarding estimation processes, ~~and~~ he notes that little progress has been made in this field in the last decades. This study looks at the effectiveness of a team who applied a Planning Poker estimation process versus when that same team applied a none structured approach to estimation of tasks, and detailing all of the findings from the study, ~~as well as~~ discussing threats to the results as well as the major findings.		[8] Haugen, N., 2006, "An Empirical Study of Using Planning Poker for User Story Estimation", IEEE Computer Society. This paper is a study conducted by Nils C. Haugen to aid in the literature regarding estimation processes, as he notes that little progress has been made in this field in the last decades. This study looks at the effectiveness of a team who applied a Planning Poker estimation process versus when that same team applied a none structured approach to estimation of tasks, and detailing all of the findings from the study, discussing the possible threats to the results as well as the major findings.

	=References=		=References=
	<references />		<references />

Keegan: /* Conclusion */

2019-03-04T15:49:57Z

Conclusion

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	=Conclusion=		=Conclusion=
	Planning Poker can prove very helpful for a team's estimates of varying ~~size of different~~ tasks, through its ability to highlight estimation discrepancies within a team in a reasonably short amount of time. Although suffering from certain risks including its reliance on prior experience with the tool, a diminishing rate of return and possible excessive time spent estimating, these risks are mitigated when Planning Poker is structured, used correctly and when a team have knowledge on a subject. In this environment, Planning Poker can result in more accurate estimations, sometimes better than those estimations coming from experts estimating in isolation. The advantages from using this tool to estimate tasks in a project include removing cognitive biases during the estimation process, ensuring entire team participation, drawing from knowledge throughout the team, and an iterative approach to refining estimates by incorporating new knowledge. When executed in this way, Planning Poker ~~ensure~~ more accurate estimation of a projects activity list, hereby providing the foundation for more reliable and reasonable project estimates, satisfying stakeholders expectations, increasing team member's commitment ~~and on-time~~ project delivery.		Planning Poker can prove very helpful for a team's estimates of varying tasks, through its ability to highlight estimation discrepancies within a team in a reasonably short amount of time. Although suffering from certain risks including its reliance on prior experience with the tool, a diminishing rate of return and possible excessive time spent estimating, these risks are mitigated when Planning Poker is structured, used correctly, and when a team have knowledge on a subject. In this environment, Planning Poker can result in more accurate estimations, sometimes better than those estimations coming from experts estimating in isolation. The advantages from using this tool to estimate tasks in a project include removing cognitive biases during the estimation process, ensuring entire team participation, drawing from knowledge throughout the team, and an iterative approach to refining estimates by incorporating new knowledge. When executed in this way, Planning Poker ensures more accurate estimation of a projects activity list, hereby providing the foundation for more reliable and reasonable project estimates, satisfying stakeholders expectations, increasing team member's commitment to the work, leading to improved project delivery.

	=Annotated Bibliography=		=Annotated Bibliography=

Keegan: /* Diminishing rate of returns */

2019-03-04T15:47:42Z

Diminishing rate of returns

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	==Diminishing rate of returns==		==Diminishing rate of returns==
	The accuracy of Planning Poker comes from its ability to highlight large discrepancies within a team. Once a discrepancy has been found, the tool then allows the team to discuss and re-evaluate their own opinions with new information given by the other members in the team, members who possibly have varying fields of expert knowledge. Incorporating a variety of information is key to an estimation process, but over time, Planning Poker suffers from a diminishing rate of return. As estimates are revealed, the gap between largest and smallest estimates ~~tends~~ to converge, and the value of Planning Poker, which was to highlight large discrepancies becomes less and less ~~useful~~. Therefore continuing past two estimation rounds typically reveals little extra value for the extra time spent, and should be avoided.<ref name=SAFE/>		The accuracy of Planning Poker comes from its ability to highlight large discrepancies within a team. Once a discrepancy has been found, the tool then allows the team to discuss and re-evaluate their own opinions with new information given by the other members in the team, members who possibly have varying fields of expert knowledge. Incorporating a variety of information is key to an estimation process, but over time, Planning Poker suffers from a diminishing rate of return. As estimates are revealed, the gap between largest and smallest estimates tend to converge, and the value of Planning Poker, which was to highlight large discrepancies becomes less and less apparent. Therefore continuing past two estimation rounds typically reveals little extra value for the extra time spent, and should generally be avoided.<ref name=SAFE/>

	=Conclusion=		=Conclusion=

Keegan: /* Diminishing rate of returns */

2019-03-04T15:46:34Z

Diminishing rate of returns

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	==Diminishing rate of returns==		==Diminishing rate of returns==
	The accuracy of Planning Poker comes from its ability to highlight large discrepancies within a team. Once a discrepancy has been found, the tool then allows the team to discuss and re-evaluate their own opinions with new information given by the other members in the team, members who have ~~other~~ expert knowledge. Incorporating a variety of information is key to an estimation process, but over time, Planning Poker suffers from a diminishing rate of return. As estimates are revealed, the gap between largest and smallest estimates tends to converge, and the value of Planning Poker, which was to highlight large discrepancies becomes less and less useful. Therefore continuing past two estimation rounds typically reveals little extra value for the extra time spent, and should be avoided.<ref name=SAFE/>		The accuracy of Planning Poker comes from its ability to highlight large discrepancies within a team. Once a discrepancy has been found, the tool then allows the team to discuss and re-evaluate their own opinions with new information given by the other members in the team, members who possibly have varying fields of expert knowledge. Incorporating a variety of information is key to an estimation process, but over time, Planning Poker suffers from a diminishing rate of return. As estimates are revealed, the gap between largest and smallest estimates tends to converge, and the value of Planning Poker, which was to highlight large discrepancies becomes less and less useful. Therefore continuing past two estimation rounds typically reveals little extra value for the extra time spent, and should be avoided.<ref name=SAFE/>

	=Conclusion=		=Conclusion=

Keegan: /* Diminishing rate of returns */

2019-03-04T15:45:26Z

Diminishing rate of returns

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	==Diminishing rate of returns==		==Diminishing rate of returns==
	The accuracy of Planning Poker comes from its ability to highlight large discrepancies within a team. Once a discrepancy ~~is detected~~, the tool then allows the team to discuss and re-evaluate their own opinions with new information given by the other members in the team, members who have other expert knowledge. Incorporating a variety of information is key to an estimation process, but over time, Planning Poker suffers from a diminishing rate of return. As estimates are revealed, the gap between largest and smallest estimates tends to converge, and the value of Planning Poker, which was to highlight large discrepancies becomes less and less useful. Therefore continuing past two estimation rounds typically reveals little extra value for the extra time spent, and should be avoided.<ref name=SAFE/>		The accuracy of Planning Poker comes from its ability to highlight large discrepancies within a team. Once a discrepancy has been found, the tool then allows the team to discuss and re-evaluate their own opinions with new information given by the other members in the team, members who have other expert knowledge. Incorporating a variety of information is key to an estimation process, but over time, Planning Poker suffers from a diminishing rate of return. As estimates are revealed, the gap between largest and smallest estimates tends to converge, and the value of Planning Poker, which was to highlight large discrepancies becomes less and less useful. Therefore continuing past two estimation rounds typically reveals little extra value for the extra time spent, and should be avoided.<ref name=SAFE/>

	=Conclusion=		=Conclusion=

Keegan: /* Cognitive Biases */

2019-03-04T15:44:44Z

Cognitive Biases

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	These cognitive biases and external pressures can influence team members and there honest opinions, unique perspectives to be lost, and can lead to more inaccurate estimates if care is not taken.		These cognitive biases and external pressures can influence team members and there honest opinions, unique perspectives to be lost, and can lead to more inaccurate estimates if care is not taken.

			==Setting up Planning Poker==
	To begin the process of Planning Poker, the total activity list is evaluated to find a simple task, one that can be created and tested within a day. This tasks that can be completed within a day is designated a story point of 1. This becomes the task benchmark for all other tasks, and will be the reference point for which all other tasks will be measured against. In Planning Poker, all tasks are compared relatively to each other and not specifically with regards to the number of hours a task is expected to take to complete. The estimating process is therefore done by estimating how much larger a task is in relation to the benchmark task of 1 story point.		To begin the process of Planning Poker, the total activity list is evaluated to find a simple task, one that can be created and tested within a day. This tasks that can be completed within a day is designated a story point of 1. This becomes the task benchmark for all other tasks, and will be the reference point for which all other tasks will be measured against. In Planning Poker, all tasks are compared relatively to each other and not specifically with regards to the number of hours a task is expected to take to complete. The estimating process is therefore done by estimating how much larger a task is in relation to the benchmark task of 1 story point.
	[[File:PlanningPokerDeck.jpg\|400px\|thumb\|right\|top\|Figure 1: The cards found in a typical Planning Poker deck<ref>WikiMedia, "CrispPlanningPokerDeck - Creative Commons" [https://commons.wikimedia.org/wiki/File:CrispPlanningPokerDeck.jpg],</ref>]]		[[File:PlanningPokerDeck.jpg\|400px\|thumb\|right\|top\|Figure 1: The cards found in a typical Planning Poker deck<ref>WikiMedia, "CrispPlanningPokerDeck - Creative Commons" [https://commons.wikimedia.org/wiki/File:CrispPlanningPokerDeck.jpg],</ref>]]

Keegan: /* Planning Poker */

2019-03-04T15:43:27Z

Planning Poker

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	==Planning Poker==		==Planning Poker==
	Planning Poker is a tool used to more accurately measure the sizes (and therefore the time need) of work tasks that need to be completed within a project. It does so through effectively drawing knowledge from all individuals in a team, who vary in competencies, in an iterative approach. It combines expectations of workload expected for a task, and allows the team to reflect and ask more critical questions regarding the intention and scope of a task, all without introducing cognitive biases or other possible influences.<ref name=PlanningP/> A cognitive bias is when judgement is unknowingly no longer rational and leads to ineffective and faulty decision making. ~~They occur~~ when a person's perception is influence or pressured by external factors~~, that~~ can stem from environments of group pressure, company politics, group think or less obvious factors such as:<ref name=Viljan/><ref name="Oswald"> Oswald, M., S., Grosjean, 2004, "Confirmation Bias". A Handbook on Fallacies and Biases in Thinking, Judgement and Memory. Hove, UK: Psychology Press.</ref>		Planning Poker is a tool used to more accurately measure the sizes (and therefore the time need) of work tasks that need to be completed within a project. It does so through effectively drawing knowledge from all individuals in a team, who vary in competencies, in an iterative approach. It combines expectations of workload expected for a task, and allows the team to reflect and ask more critical questions regarding the intention and scope of a task, all without introducing cognitive biases or other possible influences.<ref name=PlanningP/> A cognitive bias is when judgement is unknowingly no longer rational and leads to ineffective and faulty decision making.

			==Cognitive Biases==
			A cognitive bias occurs when a person's perception is influence or pressured by external factors. These factors can stem from environments of group pressure, company politics, group think or less obvious factors such as:<ref name=Viljan/><ref name="Oswald"> Oswald, M., S., Grosjean, 2004, "Confirmation Bias". A Handbook on Fallacies and Biases in Thinking, Judgement and Memory. Hove, UK: Psychology Press.</ref>

	*Group Think: Also known as ''Bandwagon Effect'', is when members of a team believe what the rest of the team believes		*Group Think: Also known as ''Bandwagon Effect'', is when members of a team believe what the rest of the team believes