RE: How to measure SIP?

out of curiosity, is anyone actually making use of SIP?
 
 
 
 -----Original Message-----
From: Lowell Lindstrom [mailto:[email protected]] 
Sent: Friday, 20 June 2003 5:08 a.m.
To: '[email protected]'
Subject: RE: [SIP] How to measure SIP?



I like to think about it as the extent to which a story becomes a
liability.  The simplest way to think about this is effort expended that
is not producing value.  In that context, I agree with Kent that 'B'
seems appriate.  For an organization that is using XP Planning, that is
certainly what I would do.
 
I think a more accurate indication of the liability would need to take
into account stakeholder expectations.  A story that an influencial
stakeholder expects on a certain date carries huge SIP, even if the
whole team has never heard the story, let alone written it on a card.  A
specific example of this would be a commitment that a sales person or
executive made in the heat of a negotiation that did not get
communicated effectively to the team.  The reason its SIP is huge is
that it can extend the SIP of *everything* if a release is delayed until
it can be delivered.
 
This extends the definition out to the stakeholder community, which
gives a full end to end measure.  The difficulty of course is that this
complicates the identification of the starting time stamp.  
 
So, there's an accuracy/complexity tradeoff here.  I would start with
'B' since it is easier to measure and then look out for missed
expectations and try to measure their impact to see if SIP should really
include those situations.
 
Lowell
 
=============
Lowell Lindstrom
Object Mentor, Inc.
[email protected]
 

-----Original Message-----
From: Kent Beck
Sent: 6/19/2003 11:17 AM
To: [email protected]
Subject: RE: [SIP] How to measure SIP?



I "only" have an aesthetic/intellectual argument for when to start the
SIP clock, not any experience. You have some capital to invest. At some
point, you start applying it towards a particular feature, so you can't
apply towards any other feature (opportunity cost). At some future
point, you receive revenue, so you have capital again. Symmetry suggests
to me that we should start measuring when the capital becomes
unavailable and stop measuring when it becomes available again. This
suggests B to me, since writing a story on a card doesn't really prevent
me from writing 100 other stories on other cards.
 
Does that answer your question?
 
Kent

-----Original Message-----
From:
sentto-8007113-449-1056007899-kent=threeriversinstitute.org@returns.grou
ps.yahoo.com
[mailto:sentto-8007113-449-1056007899-kent=threeriversinstitute.org@retu
rns.groups.yahoo.com] On Behalf Of pgbossi
Sent: Thursday, June 19, 2003 12:32 AM
To: [email protected]
Subject: Re: [SIP] How to measure SIP?


Kent, thanks for your answers. I'd like to have a few more
clarifications.

First of all, you don't want to consider release 0.0 because it has
never been used by end users, do you? I'd agree with you, but there's
another element to consider: release 0.0 goal was more to show results
to customer's upper management than to really go in production. In
this way, wouldn't be appropriate to measure SIP(0.0) ~ 40 days?

I like the idea to trace SIP release after release and not necessarily
as an overall value, it gives much more a sense of what's happening as
time goes by.

Which is the most appropriate way to consider the starting date of a
user story?
A) when the story is written down on a card
B) when the story is planned
C) when the developers start working on the story

I'd vote for B, because we are trying to ask the customer to write
acceptance tests right after the planning game: by specifying the
acceptance tests a lot of details behind the user story are written at
least narratively (we are shifting the customer towards FIT, but this
is an entirely different story).

Ciao, Giuliano



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