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9

Estimates are a tool that supports planning. Anyone that needs to make decisions and build plans about the future can use estimates as a tool to make predictions and figure stuff out (without knowing for sure, you can only estimate; but having an estimate - any estimate - is sometimes better than not knowing at all). So for example: upper management can use ...


7

The direct answer to your question is that how you bill your time to the client is not addressed in Scrum. Therefor there is no billing model that is expressly anti-scrum. If adding a place on the board where you track time is the easiest way for your team to keep tabs on it, feel free. Now, there are billing models that can incentivize anti-Scrum behaviors. ...


6

Looks like something custom, possibly borrowed from, or resembling Kanban. Kanban has two main principles: visualize work limit work in progress Anything else falls into how you want to organize things according to other Kanban principles. From what you mentioned: one big whiteboard could be a Kanban board (there is some common format for how a Kanban ...


6

Scrum works best if you have good product ownership, fixed-length iterations and a stable team. If the backlog is determined by the client and the team is stable then (barring leave and unexpected absences) I would expect the cost per iteration to be fixed. So if you need to apportion cost per item then the right way is surely to divide the iteration cost (...


4

TL;DR Scrum is based on an empirical control methodology. While not directly stated in the Scrum Guide, it essentially posits a roughly-constant run rate for each Sprint, allowing predictable budgeting through estimating the number of Sprints that are likely needed to reach a "good enough" target. (See Agile Release Planning for more on this.) ...


4

I'm confused. You say you bill hours to the client. By that I understand "hours of work". Scrum ceremonies are part of the work the team is doing. When you hold a daily standup for example, you do so in order for the team to coordinate their work in the sprint. You talk about work there, not the weather, or how your cat stuck its head into a jar ...


4

Unfortunately it seems like the exact problem you are having does not have an easy solution. The issue was reported back in 2012 on https://jira.atlassian.com/browse/JSWSERVER-6053 but the makers of Jira has set it in status "Gathering Interest" and seems to think the current behaviour is okay. Here are some workarounds you can try... You can turn ...


4

Sounds like Utopia Unfortunately, this process is unlikely to exist in the real world. Anyone can add tasks to the board Looks like all work is internally generated by the team. If this is a product, it will lack a unified vision. It will be worse than design by committee. It can't be Kanban because Kanban is typically for work originating from outside the ...


4

Since you mention sprint planning I will assume your team are using fixed-length iterations. Estimates are for the team. The team should include the senior stakeholder or the person who is accountable to stakeholders of course (e.g. the Product Owner), but the main purpose of estimation is to allow the team to decide what can go into a given sprint. The ...


3

Just another perspective... In the organization where I am currently employed no one "consumes" the estimates, and everyone knows that. Yet, we are still pointing stories/tasks. The goal of the exercise, for this organization, is not the points, rather it is the discussion to create a shared understanding about the work items, and it is the ...


2

And, here's a "sly" way of looking at it: when you're tasked with making an estimate, and if you actually try to do it, then it means that you're looking at things like "potential work breakdowns" and "dependencies." Maybe the actual number that you come up with is accurate, and maybe it isn't, but the process by which you ...


2

Estimations are a means for a goal. The goal, in this sense, is predictability. Who needs predictability? Pretty much everyone involved in the process, for different reasons. Example practices include planning poker, sprint planning, game plan development. In the above statement you're assuming all the above activities (amongst others) have the same ...


2

All stakeholders involved should be consuming estimates. Without estimates, there is no way to arrive at planning values. Without planning values, there is no way to make a cogent decision because there is no way to evaluate investments, divestments, progress, benefits, costs, and risks. All of those things require estimating. And every stakeholder has ...


1

I would suggest the use of a prioritized list + scheduling recurring blocks of dedicated time to work on the items on the list. The schedule ensures that you are dedicating time to Important Non-Urgent tasks, and the prioritized list ensures that you don't have to waste that dedicated time trying to decide exactly how to spend it. If some of the items are ...


1

Unfortunately ProjectLibre doesn't support recurring tasks Welcome to pm.stackexchange! Is there any way to show multiple bars on a single line showing these Meetings as square bars? In order to show multiple bars on a single line, you need to be able to create recurring tasks. Unfortunately ProjectLibre doesn't have the capability to designate a task as '...


1

It is bad practice because Scrum has no ceremonies. Scrum has events and they serve for inspection and adaptation. Planning work and monitoring progress is not overhead but an integral part of the delivery process. This is clear in the Scrum Guide. From the client's point of view, time-tracking is interesting because they do not want to pay for team lunch, ...


1

The Work field is not customizable. Furthermore, fields that are customizable with formulas such as Number1-30, Text1-30, etc. can only use values from the task itself, not other tasks. If there are only a few such tasks that need to be updated, do it manually. However, if there are many you'll need a macro to update one task based on another task. There ...


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