This article describes the difference between planning, grooming, and estimation in agile methodology.
Based on the company goals and user research, the Product Manager (PM) comes up with the business case.
The Tech Lead (lead engineer) works on the tech design, which is reviewed by the team.
Once the tech design is approved, the Lead and PM perform story breakdown:
- Tickets are created, which consist of user stories and technical tasks
- Tickets are organized under epics
- A SWAG estimate is provided to business
The initiative is then prioritized by the PM in the product roadmap.
The iron triangle (PM, Designer, and Lead) grooms the tickets by:
- Removing tickets out of scope
- Moving foundational work up
- Consolidating tickets to minimize context switching
- Splitting out tickets to maximize parallelization of work
Each member is responsible for the following:
- PM writes the user stories and fills out the acceptance criteria and requirements
- Design specs the UI/UX (if applicable) and attaches the mock
- Engineers add the technical requirements
- Quality Assurance (QA) outlines the test plan
Once tickets are groomed, they are marked as
Ready for Estimation
The team points the tickets using planning poker. The goal of estimation is to generate a discussion and the points themselves shouldn’t be held sacred. Estimation occurs periodically but can happen ad-hoc.
Tickets are then marked as
Ready for Dev and are ready to be picked up.