3D Planning Poker

This post introduces a technique, which we have labeled “3D Planning Poker”. It is aimed at helping agile teams with their user story estimations. It was invented by Jannik Streek, who is coauthoring this post together with me. At first we have a look at estimations, mentioning our perceived short comings of Planning Poker and then we introduce our suggested technique.

Estimations and (normal) Planning Poker

Estimation of user stories is an important task when developing software. It is especially well known and practiced in agile software development processes. Teams rely heavily on estimations during their iteration or sprint planning meeting in order to commit to a reasonable amount of work during the next sprint/iteration. Obviously false estimations can be a huge problem. Therefore good estimations are desirable.

Due to this reason a couple of methods were invented, most prominently Planning Poker. Planning Poker provides an easy estimation method which gets everyone involved. Moreover you get the unbiased estimation of every team member since no one knows what the others will estimate when they show their own estimations. However in our minds it suffers from a couple of problems:

  • Quietness: if you have people in your team who are not that extrovert, you will probably have the problem that they will not be that active in your discussions.
  • Late feedback cycles: You will only get adjusted estimations after a re-estimations round which also takes time. Often it would be beneficial to get more direct feedback.
  • Tiredness: Usually estimation is kind of a boring process: Sitting around and estimating can be time-consuming and dull. Thereby tiring the whole team. Moving around the room can be done during breaks, but maybe it would be even better to include that in the estimation process?
  • Slow to get the big picture: At first you have to look at every card of your team members in order to recognize what the team estimated overall. Cards have to be shown around because not everybody can see them (the card of your neighbor is hard to see, for instance). It takes some time before you know what everyone estimated.

Introducing 3D Planning Poker

We want to introduce 3D Planning Poker in order to address these short comings. It’s a technique / process which was actually developed during a course in Software Engineering at the Hasso Plattner Institute. The basic idea is to have an estimation method with “live” feedback and movement to don’t get tired during the estimation. At the same time we experienced that even rather introverted people get more motivated and active.

The technique works like this: In your room you put your usual estimation numbers (for instance: 1, 2, 3, 4, 5) up as big numbers on the walls. Make sure that the numbers are in order. At first a user story is discussed, as usual. But then when you are actually estimating everyone should just move to the number on the wall matching his/her personal estimation. Everyone should move at once so people don’t get biased when they see where everyone else already stands or in which direction co-workers are heading. When everybody arrives at “their” estimation number you can easily see where most people stand and how far apart people stand. That gives you a nice visualization of the estimates and thereby an immediate impression of the current “estimation situation”. The people with the biggest difference in their estimation also have the biggest (room) distance between them. Just like with normal Planning Poker the people with the most diverging estimations should explain to each other why they estimated the way they did.
A really cool thing about this technique is the live feedback. People are allowed to move to new estimation numbers during a discussion, which gives you immediate feedback. Plus: there is no need for a re-estimation as the team estimation changes dynamically. In our meetings it was the norm that during the discussion people got convinced by an argument or simply noticed that they misunderstood the story, so they moved into one direction or the other. Sometimes even one of the people discussing would get totally convinced and moved to the spot of the other disputant.

3D Planning Poker in action
That’s what 3D Planning Poker looks like.

The only concern regarding this method is that people might be influenced by others, because they see them walking to an estimation. So Charlie could always try to follow Steve to his estimation. But this bias is observable, as the team can notice when someone always follows other people or always stands next to specific persons. You lose the total unbiasedness of Planning Poker but you get some more movement, live feedback and possibly more engagement.

In order to achieve the best results you should have a team in which everybody trusts each other and actually has the courage to choose a number by him- or herself. That’s why we believe that this technique might be unsuitable for freshly formed teams. However we encourage you to try it with more mature teams especially if you notice that planning meetings are becoming a “boring routine”, which they should not be.

What do you think about 3D Planning Poker?

We shared this idea with some people at the XP 2012 conference and got very positive feedback, which actually motivated this blog post.
What are you thinking? Please share your opinions, ideas and/or concerns with us! Do you have other kinds of techniques or processes in your team for estimation that you would like to share? Did you try 3D Planning Poker and would like to share your experiences? Please comment!


Jannik & Tobias

Why Waterfall was a big misunderstanding from the beginning – reading the original paper

You probably know that there is the Waterfall process – by now feared by most as “the father of the plan driven approach”. Some may even know that Waterfall was supposedly “invented” by the paper “Managing the Development of Large Software Systems” by Dr. Winston W. Royce in 1970. But have you ever read it? Why should you? It’s probably just an endless explanation of how great Waterfall is… or is it?

What if I told you that it is the exact opposite? If I told you that it is a paper identifying this pattern (without naming it Waterfall) and describing its deficiencies and proposing enhancements? Don’t believe me? Well let’s see what Mister Royce writes right after introducing the pattern on page 2:

I believe in this concept, but the implementation described above is risky and invites failure.

Doesn’t sound so positive, does it? Oh and that’s not even the best part! The best part is that the paper actually includes some thoughts that I would classify as agile.

Wait what?

Yes back in 1970 the paper, that supposedly invented Waterfall was describing its deficiencies and actually contained some agile thoughts. I really recommend you to go ahead and read this paper. Or stay with me and let me explain it to you – or do both.

The reason why I’m bringing all of this up is that it seems that all of this is a little known fact. I mentioned it to two of my lecturers (both PhDs) during discussions about agile vs. plan driven. The fact that they didn’t know this kind of shocked me, so I decided that this probably needs some more exposure – and this is all the exposure I can give.

But all is not lost, I actually learned this fact from a lecturer, Dr. Joachim Schnitter, at my home institute – so thanks to him!

The misunderstanding

Royce doesn’t define the Waterfall model and recommend it, he identifies the pattern and shows one of the major problems of the Waterfall model as the testing phase occurs at the end of the development process:

The testing phase which occurs at the end of the development cycle is the first event for which timing, storage, input/output transfers, etc., are experienced as distinguished from analyzed.

He further on states that faults found there will most likely result in a major redesign of the software, he describes the devastating effects of this as:

The required design changes are likely to be so disruptive that the software requirements upon which the design is based and which provides the rationale for everything are violated. Either the requirements must be modified, or a substantial change in the design is required. In effect the development process has returned to the origin and one can expect up to a 100-percent overrun in schedule and/or costs.

To me this analysis is pretty much right on target in describing Waterfalls biggest problem, highlighting that he doesn’t recommend this approach at all. He is suggesting improvements.

So how is this paper agile?

It is certainly not totally agile, but it contains thoughts that go in the right direction and really resemble some current agile practices. Winston Royce proposes 5 enhancements to the “Waterfall” model, they are as follows:

  1. Program design comes first
  2. Document the design
  3. Do it twice
  4. Plan, control and monitor testing
  5. Involve the customer

Let’s focus on the latter 3 as the first 2 aren’t pretty agile to my mind (especially not number 2 as it highly emphasizes documentation):

Do it twice

Royce basically advocates that if your software product is original, the version delivered to your customer should actually be the second version of the product, at least for critical areas. He goes on to explain:

Note that it is simply the entire process done in miniature, to a time scale that is relatively small with respect to the overall effort.

He explains that this is done to identify problems early on, so they can be tackled appropriately later on. All of this sounds like a “spike” to me. You go on to build a part of your system, which you have little knowledge about, in order to increase your knowledge about this part of the system . You do so in isolation and throw the code away afterwards. He says that you should do this, but for the whole system.

Plan, control and monitor testing

In this section he once again argues that it is bad, that the testing comes last. However he does not jump to the conclusion that testing should come first, but he greatly emphasizes the importance of testing for the success of a software project. He also says that code should be checked by a second party, as many errors are easy to spot. I know it’s a very far stretch but that reminds me a bit of one of the motivations for Pair Programming, although he doesn’t suggest anything like it.

Involve the customer

This basically stands for itself as it is also one of the four core values of the Manifesto for Agile Software Development. He more explicitly says:

Involve the customer – the involvement should be formal, in-depth, and continuing.

He also states what it is like when the customer is not involved and the development team is basically left alone:

To give the contractor free rein between requirement definition and operation is inviting trouble.

He suggests 3 points after the initial requirements generation, where “the insight, judgment, and commitment of the customer can bolster the development effort.” These are: Preliminary Software Review (after Prelimnary Software Design), Critical Software Review (after Program Design) and Final Software Acceptance Review (after Testing). Although this is not an on site customer yet, it is much better than “make a contract and then let the contractor work alone in the dark on the system according to the contract” – don’t you think?

So was Winston Royce agile?

Certainly not, but he had some really good ideas on how to improve software development, some of which may be classified as “agile”. But why have most of us never heard of this before?

So how did Waterfall become so popular if the deficiencies were so well-known?

What I write now is just a rumor, nothing more. I’ve no way of telling whether it is true or not and clearly no reference.

So from what I’ve heard sometime some guy of the Department of Defense was given the task to look for a software development process to develop a new system. He found the paper of Royce, read the first page (which is quite positive) and saw the figure at the top of page 2 depicting what we now know as the “Waterfall” model. As it was simple and seemed good he went on to propose the depicted process, without ever reading about the deficiencies and proposed enhancements. Maybe it’s just an urban legend, maybe it’s true – I don’t know. Either way I’m sad that Winston Royce has been so misunderstood.

Lesson learned

It can be very beneficial to go back to the roots and read the original sources, even over 40 years after their initial publication. If some more people would have done this, maybe we would have (mostly) gotten rid of Waterfall as a Software Process by now. However it is still there and going strong. To each his own, but I prefer agile methodologies, practices and associated software development processes. To me they are way more productive, effective and fun. And it is always good to know that a CMMI level 5 company can highly benefit from a switch to Scrum – doubling the productivity and reducing defects by 38% (and many more benefits). I encourage you to go ahead and read about it in the Scrum Papers, the section (paper) is titled “Scrum and CMMI Level 5: A Magic Potion for Code Warriors”. Have fun reading it and I hope you enjoyed this read as well!