Framework Essay

897 WordsMay 18, 20124 Pages
During iteration planning, most agile teams break stories down into tasks, the individual actions that are required to deliver a story. Tasks are typically estimated in hours (approx. 2-4-8), assigned to one person and must be delivered in a single iteration. If a task is too big to complete in a single iteration, then the story is too big and it must be split before proceeding. Tasks provide a way for the team to agree on exactly who is going to do what to complete the story. Tasking exposes dependencies within the team as well as bottlenecks, resource availability, etc. The iteration planning process often follows the following pattern: Some teams track iteration progress by using the completion of tasks to drive story completion. Each day, each team member updates the hours remaining on a task. This creates one form of the burn down chart used to tell whether or not the team will be able to accomplish the objectives of the iteration. Other teams task routinely, but use the story status and story burn down to track the iteration. Details To assure that the teams really understand the work to be done and to assure that they can meet their commitments, most agile teams take a detailed approach to estimating and coordinating the individual work activities necessary to complete a story. They do so by decomposing stories into specific, individual tasks that must be accomplished in order to complete the story. Indeed, some agile training uses the task object as the basic estimating and tracking metaphor. However, we recommend the iteration tracking focus should be at the story level, because this keeps the team focused on business value, rather than individual tasks. Stories are implemented by tasks Tasks provide a helpful, micro–work breakdown structure that teams can use to facilitate coordinating, estimating, tracking status, and assigning

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