1. Robert de Wolff Capgemini Estimation and planning with smart use cases

4. Introducing smart use cases

5. Different levels of use cases Merge companies Merge mortgage systems Select product Insert orderline Place order

6. Different levels of use cases Merge companies Merge mortgage systems Select product Insert orderline Place order

8. Introducing smart use cases

9. Estimating with smart use cases

11. Establishing complexity

13. Defining the weight of smart use cases 4 2 3 8 8 4

14. Determining velocity

16. Smart use case stereotypes

23. Planning with smart use cases

25. Estimation Poker

26. Tools for agile estimation & measurement

28. Burn down chart Projected end date

31. A project simulation Planning agile projects

32. Project Start Use historical data to establish velocity 12 smart use case points per iteration First estimate: 4 iterations required

33. Start of first iteration Customer picks use cases In this case, just too much Team is optimistic

34. End of first iteration Establish actual velocity 13 smart use case points Not bad!

35. Start of second iteration Customer picks 13 use case points Although not required, this includes the unfinished use case from the first iteration

36. New use cases! Somewhere along the second iteration new use cases are discovered Added to the New category Don’t change scope during iteration!

37. End of second iteration Calibrate project velocity at 11.5 Re-estimate project at 55 points Project will take 5 iterations, but only 4 are and remain planned!

38. Start of third iteration Actual velocity appears 11.5 Customer gets to pick 11 smart use case points, including new use cases

39. End of project after 4 iterations After 4 iterations, 52 points were realized. Project is delivered successfully Last use case is not implemented

40. Tips & Tricks Estimation and planning with smart use cases

43. wiki.trinidadplatform.org Robert.de.Wolff@Capgemini.com Questions