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| Original file line number | Diff line number | Diff line change |
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| Overview | ||
| ======== | ||
|
|
||
| This "Data Catalog" is intended as a place to describe the entities and what they contain. | ||
| While the "Data Model" docs provide context for why the entities exist that relates more to | ||
| business requirements, this catalog is purely a technical description of what the entities | ||
| are and what the fields contain. | ||
|
|
||
| This isn't intended as an all-encompassing definition of the entities. It merely covers | ||
| details that cannot easily be determined by common sense. | ||
|
|
||
| Entities | ||
| ======== | ||
|
|
||
| Entity Overview | ||
| --------------- | ||
|
|
||
| 1. `appuser` | ||
| The users that have access to the app- passwords are hashed to prevent them | ||
| from being revealed to others. | ||
| 2. `backlogitem` | ||
| The basic backlog item details- whether it is a story or an issue all will be | ||
| in this table. A backlog item can be grouped in other backlogs, but that | ||
| grouping information is not stored here. Currently `sprintbacklogitem` and | ||
| `productbacklogitem` provide this grouping data, but others may be added. | ||
| 3. `backlogitempart` | ||
| Each `backlogitem` has at least one part but can be split into more as needed | ||
| by the users. | ||
| 4. `backlogitemtag` | ||
| Future use: `backlogitem` instances can be tagged with a user-defined tag | ||
| (50 characters long currently). | ||
| 5. `counter` | ||
| Internal IDs are GUIDs so they're not very user-friendly. To allow items to | ||
| be more easily identified by users the `counter` entity exists to track the | ||
| last used counter numbers (specific to a `project` and backlog item type). | ||
| The `counter` entity relies on `projectsettings` to determine the counter | ||
| value format (a separate prefix for issues and stories is configured per | ||
| project, usually `i-` and `s-`). | ||
| 6. `productbacklogitem` | ||
| This represents the product backlog and is essentially a linked list to allow | ||
| it to be easily sequenced without requiring much overhead (millions of rows | ||
| could in theory be stored in it would support easy paging through this list). | ||
| 7. `project` | ||
| Multiple projects can be stored in this collection and the user can switch | ||
| between projects easily using this list. | ||
| 8. `projectsettings` | ||
| As mentioned above this contains the configuration for a project. Currently | ||
| only the `counter` configuration is stored, but this will be expanded in | ||
| future. | ||
| 9. `sprint` | ||
| The list of sprints is stored in this collection- and references the `project` | ||
| entity. | ||
| 10. `sprintbacklogitem` | ||
| Each sprint has its own list of backlog items- the sprint does not actually | ||
| reference the backlog item itself, but rather a part of the backlog item. | ||
| 11. `usersettings` | ||
| A user's preferences - currently only the selected project and theme. This | ||
| will be expanded in future. | ||
|
|
||
| Fields for `backlogitem` | ||
| ------------------------ | ||
|
|
||
| * `externalId` - When a backlog item is also stored in an external system this | ||
| ID will be populated. If it is not populated the `friendlyId` field will | ||
| instead be shown to the user. For example, `gh-323`. | ||
| * `friendlyId` - Every backlogitem will have a "friendly" ID that is easy to a | ||
| human to reason about and discuss (for example, `i-123` for an issue or | ||
| `s-456` for a story). | ||
| * `acceptanceCriteria` - Markdown data that contains the acceptance criteria for | ||
| a story or the repo steps of an issue. This is an optional field that will be | ||
| populated with `null` if not provided. | ||
| * `rolePhrase` - For example, `As a devops engineer` or | ||
| `As a developer using VS Code`. | ||
| * `storyPhrase` - For example, `I can deploy to Heroku` or `I can login`. | ||
| * `reasonPhrase` - For example, | ||
| for an issue - `without seeing a "self signed certificate" error` | ||
| or for a story - `so that I can correct bad data` | ||
| * `estimate` - Best practice story points: 0.25, 0.50, 1.00, 2.00, 3.00, 5.00, | ||
| 8.00, 13.00, 20.00, etc. (Atoll is strict about the standard fibonaccish | ||
| number system used by Scrum). | ||
| * `type` - 'story' or 'issue' | ||
| * `projectId` - foreign key reference to the `project` entity that this backlog | ||
| item belongs to. | ||
| * `status` - The overall status of a backlog item. For an item that has | ||
| multiple parts the status of the final part will determine the overall status | ||
| of the backlog item. | ||
| - `null` (treated the same as "N" - see below) | ||
| - "N" (not started) | ||
| - "P" (in progress) | ||
| - "D" (done) | ||
| - "A" (accepted) | ||
| - "R" (released) | ||
| * `totalParts` | ||
| - Used mainly for display purposes, this should correlate with the number | ||
| of `backlogitempart` items that related to this `backlogitem`. | ||
|
|
||
| Fields for `backlogitempart` | ||
| ---------------------------- | ||
|
|
||
| * `externalId` - Similar to `backlogitem`, but this ID is constructed by the | ||
| system by appending `-{part number}` to the `externalId` from the matching | ||
| `backlogitem`. | ||
| * `backlogitemId` - Foreign key reference to the associated `backlogitem`. | ||
| * `partIndex` - The part number starting with `1` and increment by `1` for each | ||
| additional part (this number is required to be unique). | ||
| * `points` - Each part has an estimate but it cannot be more than the original | ||
| backlog item's estimate. | ||
| * `status` - Same as `backlogitem`. |
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| Original file line number | Diff line number | Diff line change |
|---|---|---|
| @@ -0,0 +1,105 @@ | ||
| Overview | ||
| ======== | ||
|
|
||
| Continuing stories (through a concept known as "backlog item parts") will | ||
| most likely result in changing estimates. The system doesn't allow an estimate | ||
| to be increased in this scenario- the estimate can be the same or lower. The | ||
| reason for this comes down to calculating an accurate velocity. | ||
|
|
||
| Essentially, it should be possible to use velocity to forecast delivery | ||
| timelines. The idea is that the team estimates each item in the product | ||
| backlog, then it gets sorted in priority order and then a delivery estimate can | ||
| be determined based on the team velocity and the story point total. | ||
|
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| Story points and velocity are team specific. If the team estimates a story and | ||
| then discovers that it will take longer than estimated, their velocity should go | ||
| down as they fail to deliver that story in the forecasted time. This will be | ||
| demonstrated in an example below. | ||
|
|
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| Contuing Stories and Estimates (Example) | ||
| ---------------------------------------- | ||
|
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||
| There are a couple of things that come into play here: | ||
| 1. Estimates equate to business value added and as such they are a measure of | ||
| forward progress towards delivering overall milestones. | ||
| 2. Estimates should be a reliable measure of how close the team is to reaching | ||
| that milestone. | ||
|
|
||
| As an example, let's say we have a team that has delivered the following | ||
| results: | ||
| * Sprint 1 - 25 points. | ||
| * Sprint 2 - 18 points. | ||
| * Sprint 3 - 23 points. After 3 sprints we compute velocity as 22 points. | ||
| * Sprint 4 | ||
| - they plan 22 points into the sprint and this includes an 8 pointer | ||
| that we will refer to as "Story A". | ||
| - they do the work and at the end of sprint 4, "Story A" is started but | ||
| incomplete. | ||
| - the developer working on the story reviews with the team and determines | ||
| that 3 story points have been achieved and there are 5 remaining points | ||
| (fibonaccish numbers should be used so the only options are: 0 + 8, 5 + 3, | ||
| or 3 + 5). | ||
| - we are not able to count the story as representing anything towards velocity | ||
| so the team's velocity becomes 18 + 23 + 14 => 18 1/3. | ||
| * Sprint 5 | ||
| - they plan 18 points into the sprint which includes the 5 remaining points. | ||
| - at the end of this sprint the work is completed and the team receives the | ||
| 8 points added to their velocity (essentially 18 + 3 = 21 points). | ||
| - now the team's velocity is 23 + 18 + 21 => 20 2/3. | ||
| * Sprint 6 | ||
| - they're now able to plan 20 points into this sprint. | ||
|
|
||
| Now, imagine they could re-estimate "Story A" as 13 points: | ||
| * Sprint 4 | ||
| - they plan 22 points into the sprint and this includes an 8 pointer | ||
| that we will refer to as "Story A". | ||
| - they do the work and at the end of sprint 4, "Story A" is started but | ||
| incomplete. | ||
| - the developer working on the story reviews with the team and determines | ||
| that this was a bigger story than anticipated so they decide it should've | ||
| been a 13 pointer. | ||
| - this has a number of negative consequences: | ||
| - estimates are no longer a commitment to deliver within a measurable | ||
| timeframe | ||
| - we've essentially gone backwards, because if we use a similar tecnnique as | ||
| above, we'd allow the team to pick 0 + 13, 5 + 8, or 8 + 5. They'd pick | ||
| the 5 + 8 to represent it with a similar ratio. | ||
| - we are not able to count the story as representing anything towards velocity | ||
| so the team's velocity becomes 18 + 23 + 14 => 18 1/3. | ||
| * Sprint 5 | ||
| - they plan 18 points into the sprint which includes the 8 remaining points. | ||
| - this time 10 points come from new stories vs 13 points last time | ||
| - the team gets more of a buffer, but since they didn't complete the 8 | ||
| pointer in the allotted 8 points they already have one at the expense of | ||
| overall decreased velocity, is this some kind of double accounting?! | ||
| - at the end of this sprint the work is completed and the team receives the | ||
| 13 points added to their velocity (essentially 18 + 5 = 23 points). | ||
| - however, let's assume they're not lazy, so they essentially had a forced | ||
| underplan by 3 pts and they pull in and complete a 3 pointer. | ||
| - so they've completed exactly the same stories, albeit with one that has | ||
| an inflated estimate. | ||
| - now the team's velocity is 23 + 18 + 23 (+3) => 22 1/3. | ||
| - somehow they failed to deliver a story when they said they would be now | ||
| they're back at the same velocity?! | ||
| * Sprint 6 | ||
| - they're now able to plan 22 points into this sprint. | ||
|
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||
| Let's compare and contrast these 2 scenarios: | ||
|
|
||
| | | Disallowing Increased Estimate | Allowing Increased Estimate | | ||
| |-----------------|--------------------------------|------------------------------| | ||
| | Final Velocity | 20 | 22 | | ||
| | Starting Points | 101 | 101 | | ||
| | Achieved Points | 101 | 106 | | ||
| | Inflation | 0 | +5 | | ||
| | S5 impact | 21 -> 18 (reduced velocity) | 21 -> 18 (reduced velocity) | | ||
| | S5 new work | 13 (carry over was 5) | 10 (carry over was 8) | | ||
| | Effect | only 1 story affected in S5 | 2 stories affected in S5 | | ||
|
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| If we allow the increased estimate developers may actually be more cautious and | ||
| that may result in decreased productivity. Pulling a 3 pointer in at the end of | ||
| the sprint may seem risky (because they may not finish it up). That effectively | ||
| decreases capacity by 3 points as a consequence. | ||
|
|
||
| It should be obvious from the table and this note above that it will have a | ||
| number of negative effects by allowing the increase of an estimate. |