Output Of Planning Poker Meeting?

5. Projection of Team’s Velocity – During the Planning Poker meeting, the team members estimate all the user stories based on the efforts required to complete them. They even use past estimates as a reference to make the right estimates. At the end of the meeting, the team has the estimates of all the user stories, which then helps to project a more accurate team velocity.
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What is the expected output of a Planning Poker meetings?

What is the Goal of Planning Poker? – Agile development teams use Planning Poker as a tool to help them plan their Sprints, The goal or expected output of a Planning Poker meeting is to estimate the effort required to complete a task. This helps the team reach a consensus on how long a task will take and ensures that all team members are on the same page.
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What is the outcome of Planning Poker?

What is planning poker? – Planning poker, also known as “scrum poker” and “pointing poker”, is a gamified technique that development teams use to guess the effort of project management tasks. These estimations are based on the entire group’s input and consensus, making them more engaging and accurate than other methods.
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What is the goal of Planning Poker?

What is Planning Poker? – Planning poker (also called Scrum poker) helps agile teams estimate the time and effort needed to complete each initiative on their product backlog. The name from this gamified technique is planning poker because participants use physical cards.
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Which options describe benefits of Planning Poker?

Advantages and disadvantages – There are advantages and disadvantages to Planning Poker. One clear advantage is that each team member can “voice” their estimates, encouraging group discussion and collaboration. It also allows team members to feel more committed to the project plan.

Although Planning Poker might seem like a fun way to estimate effort and work as a group, the process of the “game” or technique itself isn’t entirely intuitive. It can take a significant amount of time to figure out how to play the game first, never mind come up with accurate estimates. Furthermore, it isn’t wholly relative, and it can make using story points more difficult and complex.

In Planning Poker, items are estimated one by one, and each of them should be compared to a baseline. But the problem is that session participants often try to figure out how many times bigger the given item is, and here is where the estimation fails.
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What are the two outputs from the sprint planning meeting?

Sprint Planning Meeting This video is part of our 19-part Scrum Foundations video series. to watch the rest of the series for free. In, the sprint planning meeting is attended by the product owner, ScrumMaster and the entire Scrum team. Outside stakeholders may attend by invitation of the team, although this is rare in most companies.

• During the sprint planning meeting, the product owner describes the highest priority features to the team.
• The team asks enough questions that they can turn a high-level user story of the product backlog into the more detailed tasks of the sprint backlog.
• The product owner doesn’t have to describe every item being tracked on the product backlog.

A good guideline is for the product owner to come to the sprint planning meeting prepared to talk about two sprint’s worth of product backlog items. To make an example really simple, suppose a team always finishes five product backlog items. Their product owner should enter the meeting prepared to talk about the top 10 priorities.

1. A sprint goal
2. A sprint backlog

A sprint goal is a short, one- or two-sentence, description of what the team plans to achieve during the sprint. It is written collaboratively by the team and the product owner. The following are example sprint goals on an eCommerce application:

• Implement basic shopping cart functionality including add, remove, and update quantities.
• Develop the checkout process: pay for an order, pick shipping, order gift wrapping, etc.

The sprint goal can be used for quick reporting to those outside the sprint. There are always stakeholders who want to know what the team is working on, but who do not need to hear about each product backlog item (user story) in detail. The success of the sprint will later be assessed during the sprint review meeting against the sprint goal, rather than against each specific item selected from the product backlog.

The sprint backlog is the other output of sprint planning. A sprint backlog is a list of the product backlog items the team commits to delivering plus the list of tasks necessary to delivering those product backlog items. Each task on the sprint backlog is also usually estimated. An important point to reiterate here is that it’s the team that selects how much work they can do in the coming sprint.

The product owner does not get to say, “We have four sprints left so you need to do one-fourth of everything I need.” We can hope the team does that much (or more), but it’s up to the team to determine how much they can do in the sprint. : Sprint Planning Meeting
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How long should Planning Poker last?

How Long Does a Planning Poker Session Take – Typically, a planned poker session lasts 2-4 hours. There is no established time limit for each phase; thus, the scrum team’s leader must make the final decision. The leader frequently makes adjustments based on various parameters, including the team’s size and level of involvement, among other things.
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What is expected output of Planning Poker meeting in agile methodology?

5. Projection of Team’s Velocity – During the Planning Poker meeting, the team members estimate all the user stories based on the efforts required to complete them. They even use past estimates as a reference to make the right estimates. At the end of the meeting, the team has the estimates of all the user stories, which then helps to project a more accurate team velocity.
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What is a good planning outcome?

Your strategic planning project should result in greater clarity, confidence, and productivity. The strategic planning process should result in greater alignment and deeper understanding of common priorities. At a minimum, the project should produce the following:

A summary of the status quo: your performance historically, your performance against your market and competitive set, the status of the key drivers of today’s business model. A summary of the beliefs about the future and the key strategic issues/questions to be addressed for future success. A clear vision of future success inclusive of your desired impact or mission statement. The core strategies that you will use to achieve your vision. Your strategic direction (path defined by milestones) you will execute to progress from today to the vision. Clear near-term next steps to begin implementation and to provide the ability to track the progress in the new direction.

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What are the outcomes in planning?

Outcome Planning and Roadmapping – This planning type will help you identify what’s needed to deliver on your strategic goals. Outcomes are the results that you hope your investments deliver. They define the products, services, technologies, applications, or other types of deliverables necessary to meet the organization’s strategic plan.

Understanding these outcomes will help you break down silos during the planning process and bring together the right expertise across products, technology, applications, and services into a plan that crosses business units, teams, and geographies. People engaged in this planning type will work with project managers to create a schedule of milestones and releases to establish an expected set of outcomes.

You’ll likely also need approvals from the financial planning staff and strategic planners. An ongoing outcome lifecycle will ensure that the correct people approve and review outcomes as they are prototyped, tested, developed, and later refined. The roadmapping aspect of this planning type defines timelines and dependencies of strategic programs and projects that deliver outcomes.

It requires a true dynamic strategic roadmap that operates across the enterprise, depicting the milestones, connected applications and technology, and projected investments to reach your goals. Roadmaps can then be updated when necessary to respond to the daily twists and turns of executing the plan that can affect resource and capacity constraints.

As you learn new information, you can adjust the plan to continuously evaluate, update, and optimize the roadmap, which feeds into prioritization and capacity planning. As you follow this planning type, you should be able to:

Define the outcomes needed to make your strategic plan successfulEstimate the costs, benefits and revenue associated with each outcomeDefine a roadmap for your outcomes based on dates throughout the entire lifecycle of the project leading up to the end deliveryDetermine how the outcome is delivered through strategic programs and projects along with when and what resources will be needed across multiple organizations.

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Is Planning Poker a prioritization technique?

What is Planning Poker and how does it work? – At a high level, ‘Planning Poker’ is a prioritization technique where multiple stakeholders get together and establish the value of a project, feature, or idea. For the purpose of this blog post, we’ll discuss ideas.

• The technique is gamified to estimate value.
• Stakeholders are presented with an idea and each one of them votes on how valuable they think the idea is by using a set range of cards or poker chips with varying values.
• Votes remain hidden until all members have voted to avoid influence from other members.

Once everyone is decided, the votes are revealed at the same time. After everyone has presented their votes, the stakeholders who voted with the highest and lowest values explain their reasoning. The voting process repeats until the team agrees on a value for the idea.
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What is the expected outcome of the daily scrum meeting?

Purpose and Outcome – The purpose of the Daily Scrum is to inspect and synchronize the team’s progress towards the Sprint Goal, discuss if anything impedes the team and re-plan the team’s work to achieve the Sprint Goal. The outcome of the Daily Scrum should be:

An updated Sprint Backlog An updated Sprint plan to achieve the Sprint Goal.

Afterward, every team member should have a clear plan for the day ahead. Possible impediments that limit them from achieving the Sprint Goal should have been identified. After the Daily Scrum, the team can spend some time to discuss the impediments in more detail and find a solution.
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Why is Planning Poker Fibonacci?

Planning Poker® / Scrum Poker – One commonly used method during the estimation process is to play Planning Poker® (also called Scrum Poker). When using Planning Poker®, influence between the participants are minimized and therefore a more accurate estimation result is produced. In order to play Planning Poker® the following is needed:

The list of features to be estimated Decks of numbered cards.

A typical deck has cards showing the Fibonacci sequence including a zero: 0, 1, 2, 3, 5, 8, 13, 21, 34, 55, 89; other similar progressions are also possible. The reason for using the Fibonacci sequence is to reflect the uncertainty in estimating larger items.

The Scrum Product Owner presents the story to be estimated. The Scrum Team asks questions and the Scrum Product Owner explains in more detail. If many stories have to be estimated a time-constraint (e.g. only one minute for explanation) might be set as well. If the time-constraint is reached and the Scrum Team does not understand the story it is a sign that the story has to be re-written. Each member of the Scrum Team privately chooses the card representing the estimation. After everyone has chosen a card, all selections are revealed. People with high and low estimates are allowed to explain their estimate. Estimation starts again until a consent is found. This game is repeated until all stories are estimated.

Planning Poker® is a registered trademark of Mountain Goat Software, LLC.

Share It With Your Colleagues and Friends to Help Them Learn:Scrum Effort Estimations – Planning Poker® – International Scrum Institute

Scrum Effort Estimations – Planning Poker®
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Which one is the output of sprint planning meeting?

Finalize the Commitment – At the completion of sprint planning, the development team finalizes its commitment to the business value it will deliver by the end of the sprint. This commitment is expressed in a refined sprint goal and sprint backlog.
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What is the input and output of sprint planning meeting?

Sprint Planning input/output Last post 11:20 pm February 18, 2022 by Ian Mitchell 05:41 am February 11, 2022 Hi to all, Can anyone suggest me please what is the mandatory artifacts and other “things” to start Sprint Planning and to finish the Sprint Planning? In my mind there is no input (even if you don’t have items to take to the SB you need to refine it at event) and 2 outputs: Sprint Goal and at least 1-2 items in SB.

• Sprint planning is done to achieve / deliver a product vision while going along product roadmap.
• At least one needs to know what we need to achieve, why we are going through this sprint cadence, how we are going to achieve product vision.
• Product backlog is must for sprint planning, yes for very new product we can refine backlog items gradually, as it takes time, and in due course of time we can achieve a good product backlog health and sprint backlog health.
• After sprint planning, yes we have a sprint goal and sprint backlog as output.

11:44 am February 11, 2022

1. Mandatory artefacts and other things-
2. Artefact – product backlog, backed by strong product vision and clear product roadmap, Financer/ Investor
3. Other things- infrastructure/architecture of s/w identified or available for s/w development, environment, resources, expertise (technical, business), Dev team members, all stakeholders presence, meeting room or virtual meetup setting, understanding of sprint planning – why we are doing it – by all attendees, facilitatator for facilitating event

12:58 pm February 11, 2022 Can anyone suggest me please what is the mandatory artifacts and other “things” to start Sprint Planning and to finish the Sprint Planning? You’ll need a Product Goal to aim for, and a Product Backlog with items ordered and ready for discussion.

Also an understanding of the Developers’ capacity, so they know how much work they ought to take on, and a Definition of Done which describes the quality they must plan to achieve. If there have been previous Sprints you’d expect at least one actionable improvement from a prior Sprint Retrospective. You’ll also need access to the product so any planned value can in fact be added to it.

None of these inputs are mandatory, We want to start Sprinting now : that’s the imperative. If any required inputs are unavailable consider workshopping them out on the spot. In Scrum there is no excuse for putting the establishment of empirical process control in delay.01:23 pm February 11, 2022 The only artifacts in Scrum are the Product Backlog, the Sprint Backlog, and the Increment.

1. Of these, the only one that is mandatory going into the Sprint Planning is the Product Backlog.
2. You will be creating the Sprint Backlog at Sprint Planning and you won’t have an Increment until sometime during the first Sprint.
3. After the first Sprint, then being able to inspect the most recent product Increment and its place in the broader context could be useful at Sprint Planning.

The Product Backlog consists of the Product Goal and a set of Product Backlog Items. The real question is about the state of the Product Backlog going into Sprint Planning and how the quality of both the Product Goal and Product Backlog Items affects the team’s ability to have an effective Sprint Planning session.

The Product Goal is created by the Product Owner. There’s little mention of the quality of the Product Goal, but the Scrum Master does support the Product Owner in finding ways to effectively define the Product Goal in a way that is good for all of the involved stakeholders. If the Product Goal is unclear to the Scrum Team and doesn’t help the team to craft Sprint Goals that serve as steps toward achieving that Product Goal, than it should be revised to help the team craft a Sprint Goal that defines the value for the Sprint at their Sprint Planning.

The Product Backlog Items go through a refinement process. The Scrum framework doesn’t have a lot to say about what it means for a Product Backlog Item to be well refined and ready for a Sprint. The only guidance in the Scrum Guide is that a Product Backlog Item is “ready for selection in a Sprint Planning item” when the Scrum Team believes that it can be accomplished within one Sprint.

In my experience, though, teams tend to think about a “Definition of Ready” that helps them understand what information is necessary to have confidence that the work is understood well enough to make the risk of taking it on acceptable. A good amount of Product Backlog Items should be considered ready going into the Sprint Planning session.

A common rule-of-thumb is 2-3 Sprints worth of Product Backlog Items should be well-refined and ready, based on how you count them. Some teams may use point estimation and velocity, others may use hours, others may use counts of Product Backlog Items.

• The exact method doesn’t matter, but this gives the team the ability to shuffle the top of the Product Backlog based on feedback of the Sprint Planning and have a high likelihood of having well-refined items at the top.
• It may not be possible to have the whole top of the Product Backlog refined going into Sprint Planning, though.

Depending on the outcomes of the previous Sprint Review and Sprint Retrospective, the status of the top of the Product Backlog may change. The Sprint Review may shake up the Product Goal and/or the Product Backlog based on stakeholder feedback on the product along with changes to the product’s context.

1. The Sprint Retrospective may adjust the team’s way of working, including the Definition of Done, that impacts how much work the team believes is achievable during a Sprint.
2. Because of these changes, some refinement may be necessary at Sprint Planning or some work may be brought into a Sprint by accepting the risk of bringing in unrefined and unready Product Backlog Items.05:53 pm February 11, 2022 there is no input (even if you don’t have items to take to the SB you need to refine it at event) If the work is that adhoc, why there is need for sprint and effort for sprint planning ? You can ‘pull’ the items into your daily board whenever it is deemed to be important and ready.

But still from where you will ‘pull’ items ? You atleast need a backlog lean enough. If any of the guidelines seems to be not fit for your product development, better not to use it rather customising the framework. The framework is kept open to experiment various practices and techniques within, not to experiment the framework itself 😉 09:27 am February 12, 2022 Thanks to all and especially to Thomas.

Very valuable information.03:25 pm February 18, 2022 I am a new in Scrum and want to ask: what are the outputs of the Sprin Planning? Sprint Backlog and Sprint Goal. Am i right? 11:20 pm February 18, 2022 The Sprint Backlog including the Sprint Goal. It also includes a forecast of the Product Backlog items to be worked on, and enough of a technical plan for the Developers to get started.

: Sprint Planning input/output
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What are outputs in scrum?

Understanding the difference between outputs vs. outcomes is critical for high-performing scrum teams. Outputs are the amount of something produced by a person or team. Outcomes are the value or the end benefit, a consequence. Scrum teams use empirical process controls on both outputs and outcomes.

Both undergo inspection to allow the team to adapt; the more transparent, the better. Outputs can be, for example, features developed or functionality produced. Outcomes are the targets or the results you want to accomplish from those outputs, like increased quality or higher customer satisfaction. Outcomes are the value the teams create from their sprint (output) to satisfy the stakeholder and customer needs (outcomes).

Product owners decide to release when enough value creation occurs to achieve the desired outcomes for their users. We’ll discuss the difference between outputs vs. outcomes and how agile teams use both. We’ll also look at how organizations can become more outcome-focused in delivering results.
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Is it rude to leave after winning poker?

July 25, 2017 Playing cash games allows the ultimate flexibility for poker players. Unlike a tournament, you can leave or join a cash game at your convenience. However, opinions vary widely when it comes to the etiquette of appropriate time to leave a cash game. This is one of the most common questions I get from students, particularly when it comes to the concept of “hit and runs.” After winning a big pot in a cash game, when are you allowed to leave the table? Can you leave immediately after you rake in the chips, or should you stick around a bit longer so other players feel like they can win some of “their” chips back? The short answer to this question is that your timing for leaving a cash game should rarely take into account other people’s feelings.

• In general, you should not play longer than planned just so the other players feel a bit better about it.
• That said, you should almost never leave simply because you won a big pot.
• There are a variety of valid reasons to quit a poker game.
• Some of the most common are fatigue, tilt, the game becoming tougher, hitting a stop-loss (i.e., ending a session after losing a predetermined maximum amount), or for other real world reasons.

However, if you are regularly quitting games after winning a big pot, then you are using a “stop-win” — whether you are aware of it or not. A stop-win is when you cease playing after winning a certain amount. For example, some players will quit the game if they win a buy-in or more, or if that pot erases a loss for the day.

1. We do not want to have stop-wins as part of our game plan, especially in games with a capped buy-in, since they will artificially limit our winning sessions.
2. If you quit every time your stack becomes deeper, you will no longer exert your skill edge with deeper stacks against your opponents.
3. Therefore, your overall profitability will be lower.

In general, you should continue to play in a game as long as the game is good, you are playing well, and are properly bankrolled for the game. If you have a valid reason to quit and this happens to occur right after winning a big pot, you may be unfairly accused of hitting and running.

If your opponents complain about this, you can just tell them, “Hey, I’ve got to go, but I’m happy to play again. I play here all the time and will be back tomorrow/Saturday/next week.” You should attempt to smooth things over over socially in this way. These social skills can be critical to your long-term profit, especially in private games.

However, by default you should never feel bad about leaving a poker game because the chips you’ve won now belong to you, not your opponents, and you are free to leave the table whenever you like. Your poker career should be thought of as one long continuous session, so it’s artificial to think of it in terms of discrete daily sessions.

Most players think in terms of daily sessions, so if you have to leave abruptly and you’re going to be playing in this poker game regularly, just tell the table you’ll be back soon enough. LearnWPT is a poker training site dedicated to transforming the poker games of rank beginners, skilled amateurs, and aspiring professionals.

Offering both Live Workshops and Online Training, is a one-stop shop for poker education, designed to provide all the tools a player needs to become a winner. Visit LearnWPT.com today and get 2 Free Strategy Episodes that will immediately impact how you play,

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What is the 7 2 rule in poker?

The 7-2 Game A few nights ago I had the chance to play at friend’s home game where we implemented the 7-2 game. For those of your not familiar, this is where anytime a player wins with 7-2, every other player at the table has to give them some amount of money.

• In our case, we were playing a deep-stacked 1/2 game with six players and when someone won with 7-2, they would get $10 (5 BB) from every other player.25 BB total is not a bad score, especially when you’re able to take it down preflop.
• Some people hate the game, others love it, and I certainly fall into the later category.

Anything to drum up action and encourage bluffing is a win in my book. At first, it no one was getting dealt 7-2. After at least four orbits the hand was not shown down and everyone said they hadn’t seen the had once. This makes sense though- of the 1326 possible starting hand combos in NLHE, 7-2 comprises only 16 of them, for a little over 1% of total possible hands.

1. After about an hour though of no one getting the hand, seemingly all at once, a very high proportion were getting dealt, and this continued for the rest of the night.
2. There were at least 4x as many 7-2 combos dealt as what one would expect based on the odds (I certainly wasn’t complaining about that!).

While the game is normally fun, somewhat loose, with a good amount of aggression, the 7-2 game transformed the table to have a preflop aggression frequency higher than the toughest online 6max games. It seemed like there was a 3bet every few hands with no one ever really choosing to back down with 7-2.

1. On top of the standard 3 and 4bet bluffs with 7-2, there were also a few notable pots where 7-2 triple barreled on a scary board and got called down on all three streets and where a player opted to flat with 7-2 preflop and make a series of bluffs postflop to take it down.
2. For the home game that this was played in, I think the 7-2 game makes a lot of sense.

Everyone could afford to play these stakes so although the hyped up aggression left some people frustrated by the end of the night, it wasn’t going to make anyone not come back. The only scenario in which I could see the 7-2 game not making sense for one’s home game is if the stakes being played are meaningful to some, and the thought of losing 3 buyins or more in a friendly game is something that would discourage players from coming back (although in this type of case, my recommendation would be to lower the stakes, up the stack depth, and bring on the preflop aggression!).

What I’m excited to further explore is not the merits of whether or not to play the 7-2 game sometimes – unless you hate action and people bluffing more, it’s worth at least trying for an hour or two. I want to look at how this game effects decisions so if you find yourself in a game where people are playing the 7-2 game, you know how to adjust.

I think it’s fairly obvious for those that have played the 7-2 game, most people over-adjust and bluff too much when holding 7-2. I’m going to look at how the reward of winning a hand wth 7-2 impacts one’s EV and your frequencies. For the sake of simplicity, let’s work with the assumption that the reward for winning with 7-2 is 30 BB – 5 BB at a 7 handed home game.

Let’s say you normally open 3 BB to win 1.5 BB. Now with the 7-2 game in play the reward is 31.5 BB. So it’s clear even in early position 7-2 is a slam-dunk open. Now what about a 3bet? Let’s say you standardly 3bet to 10 BB over a 3 BB open. So now instead of risking 10 BB to win 4.5 BB, you’re risking 10 to win 34.5 BB.

At first glance it might seem like we should be 3betting 100% of the time with 7-2. I think in most games this is probably correct, but if you’re in a really loose game where people rarely fold to 3bets, or up against a particularly sticky player, it might be best to just fold against those type of players.

Because once called preflop, 7-2 has such poor equity against a calling range so without much fold equity postflop, best to just fold pre. Note in these games I would have a tiny or non-existent 3bet bluffing range without the 7-2 game. Most players will have a frequency that they fold to 3bets, even in a loose, aggressive, and deep stacked game, so most of the time you should replace some of your 3bet bluffs with 7-2.

The key when adjusting for this game is not completely throw off your relative frequencies – if you normally 3bet in late position with 9s+ AQ+ for value and A2s-A5s as a bluff, don’t just add 7-2 to your 3betting range unless these players won’t adjust to the 7-2 game – almost no one doesn’t adjust when playing the 7-2 game, if anything, most players in my experience over-adjust and always “put you on 7-2”.

So against most players you should also add at least the proportionate amount of value combos to keep your ratio of value hands to bluffs the same, if not more value hands due to overadjustment. Now on to 4bet bluffing. If a standard 4bet to a 10 BB 3bet is 35 BB, you’re normally risking 35 BB to win 11.5 BB, and with the 7-2 game to win 41.5 BB.

As you can see, after more preflop betting occurs, you’re starting to risk more to win relatively less. The same logic for when to 3bet bluff with 7-2 applies to 4betting, although because of the price we’re laying ourselves, we need to be a little more conservative than with 3betting.

• Against a relatively balanced player, we should be 4bet bluffing all combos of 7-2.
• But against someone who only 3bets very good hands or is looking to gamble with a merged value range, best to fold all combos of 7-2 preflop.
• I imagine there aren’t many opponents where it is correct to do anything but fold all combos or 4bet all combos.

It would take a particular opponent who is somewhat balanced in their 3betting range but a little too loose to warrant a mixed strategy with 7-2. Postflop Barreling frequencies with 7-2 postflop are largely dependent on the size of the pot after the preflop betting.

• In a similar fashion to preflop, it’s likely correct to cbet 100% in a single-raised pot heads up- if our cbet sizing is on average 1/2 pot, then one is risking 3.25 BB to win 37.5 BB.
• With multiple players in the pot, it still is likely correct to cbet 100% with 7-2 because of the price.
• Even if the 3.25 BB cbet only gets through 15% of the time in a 4way pot, it’s still a really profitable cbet because you’re risking 3.25 BB to win 43.5 BB (only needs to work about 7.5% of the time to break even).

If you’re at a table where it’s so loose that cbets don’t go through on the flop when playing the 7-2 game because everyone puts you on it, don’t ever bluff postflop with 7-2 and please let me know if you ever need another player for the game. In a 3bet pot, the same logic largely applies.

• In a heads up pot when cbetting the flop you’re risking 10 BB to win 51.5 BB, so you only need the bet to work 18% of the time as opposed to the normal 33% without the 7-2 bonus.
• Note how much more of an attractive proposition cbetting is in a single-raised versus heads up pot: cbets only need to work 8.5% of the time versus 18% of the time.

And for 4bet pots this then changes to 26.5% which while is better than the 33% that it would need to work without the 7-2 game, won’t change your range as significantly. In a 4bet pot you should probably give up with some combos of 7-2 and replace your worst normal bluffing candidates with 7-2.

Don’t be the guy that makes the hero triple barrel – on each street the extra 30 BB becomes much less of a factor. If it’s a 3bet pot heads up pot with 200 BB stacks to start the hand, and you get to the river with 100 BB in the pot and 150 BB behind. You decide to overbet the river and risk 150 BB to win 100 + 30 BB because goddamnit if you’ll lose with 7-2.

Normally you would need this bluff to work 60%. But with the extra 30 BB, this bet still needs to work 53.5% of the time, not that significant of a difference. If you decide it makes sense to have an overbetting range on a particular river card, it will likely make sense to include at least a combo or two of 7-2, just not all 12 combos.

• Equity when called + fold equity – bet when called and miss + bounty equity = 0
• Equity is when called = x
• % Opponent folds = y
• 7-2 Bounty = z
• So let’s say I bet 50 into 100 on a flop in a heads up pot.
• So the base equation before knowing our exact hands, equities, and bounty is the following knowing the size of the bet:
• x(1-y)*200 + y*100 – 50*(1-x)(1-y) + z = 0
• The flop is Kc6h9c.
• Which is a better c-bet bluffing candidate, 72o or J10c?

Let’s approximate that 7-2 has about 5% equity against a continuing range and J10c has 35% equity. Your opponent will fold 33%, 8% more than optimal. In the home game I played, the 7-2 bounty was 50.7-2,05(1-.33)*200 +,33*100 – 50*(1-.05)(1-.33) + 50 = 57.875 J10c,35(1-.33)*200 +,33*100 – 50*(1-.35)(1-.33) + 0 = 58.125

1. So in this case, we’d expect to profit about $7 (answer of equation – the bet) with our best bluffing candidate as well as 72o betting half pot in a medium sized pot for the stake, without much theoretical difference between the two hands.
2. Now let’s look at what happens if this flop was bet called and a blank turn comes out.
3. Kc6h9c4s

Which is a better bluffing candidate now for betting 140 into 200? Let’s adjust the base equation for this bet and pot size, how often your opponent folds (33%, a few % less than optimally against this bet size), and updated equities – 0% for 7-2 and 18% for J10c.

x(1-y)*480 + y*200 – 140*(1-x)(1-y) + z = 0 7-2 0(1-.33)*480 +,33*200 – 140*(1-0)(1-.33) + 50 = 117 J10c,18(1-.33)*480 +,33*200 – 140*(1-.18)(1-.33) + 0 = 201.796 As you can see, as the pot gets bigger, 7-2 becomes significantly worse (EV of -$23 in this example) to bluff compared to good draws (one would expect to profit $61 semibluffing J10c here).

Now a note on river play – if you do get to the river with 7-2, then it becomes your best bluff because none of your bluffs have equity but you get the extra bounty with 7-2. This doesn’t necessarily mean that you should always bluff with all combos of 7-2 you get to the river with, but you should defintely bluff all 7-2 combos before adding other bluffs.

• Conclusion The big takeaway is to still be quite aggressive with 7-2 – the extra 30 BB in most circumstances makes it an excellent bluffing candidate.
• This becomes less and less true on later streets, and in bloated pots.
• Just remember to not get too crazy and have it make your ratio of value bets to bluffs go out of whack – with the addition of 7-2 to a bluffing range, remember to value bet extra thinly.

: The 7-2 Game
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Who should be involved in Planning Poker?

Agile teams from around the world use the planning poker technique to estimate their product backlogs. Usually, the planning poker uses story points to estimate the complexity of a story and brings together multiple expert opinions for the estimation.

1. Agile Software Development has been an efficient way to develop digital products during the last few years, and it’s a mandatory pillar of your Digital Transformation in order for your company to become a great Digital Product Company.
2. The ADAPT Methodology® is an unique Digital Transformation framework to guarantee the success of Leaders in the Digital Era! Society changed and leaders need support in the way how they lead and design their digital product organizations, that is the reason why the ADAPT Methodology® was created, but now let’s get a deep dive into Planning Poker and Scrum Poker.

Agile teams from around the world use the planning poker technique to estimate their product backlogs, The Planning Poker in Scrum brings together multiple expert opinions for the agile estimation of a product. The Planning Poker includes everyone: programmers, testers, database engineers, analysts, user interaction designers, and all other personnel involved in the product.
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What is the expected outcome of daily stand up meeting?

Why is the daily standup important? – The point of the daily standup meeting is to aid team coordination. This fast feedback loop helps teams align and stay on track, which is similar to a huddle in football. If an issue pops up, you can address it quickly and keep projects on track.
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How do you estimate Planning Poker?

What is Planning Poker? – Before anyone gets too excited and starts buying poker chips, we should explain that this isn’t normal Poker, per se. Yes, it involves cards (unless you use the app version), indeed it is a tool used to aid agile teams in estimating and planning.

You won’t find many royal flushes here. Planning Poker, also called “Scrum Poker,” is a consensus-based Agile planning and estimating technique used to assess product backlogs, guessing how much time and effort is needed to complete each of the backlog’s initiatives. It’s called “Poker” because everyone uses physical cards that resemble playing cards.

Planning Poker | Story Point Estimation in Agile | Agile Estimation Techniques

The cards estimate the number of story points for each task or backlog story being discussed. This Poker tool cards are assigned numerical values loosely based on the Fibonacci sequence, where each successive number in a numerical sequence is the sum of the previous two numbers (e.g., 0, 1, 1, 2, 3, 5, 8, 13, 21, 34).

However, sometimes the Poker tool uses this sequence: 0, 1, 2, 3, 5, 8, 13, 20, 40, and 100. Here’s an example, courtesy of Visualparadigm. Some Planning Poker decks also include three additional cards, showing an infinity symbol, a question mark, and a coffee cup. The infinity symbol (∞) represents “This item is too big for a number.” Team members use the question mark to show that they don’t understand the item and wish to ask the product owner additional questions.

Finally, the coffee cup says, “I’m tired and hungry and want a break, like a cup of coffee or something!” Some decks have the symbol for pi (π) instead of a coffee cup, using a visual pun to say, “I want a break and go get some pie!” But whether you use the physical cards or the online version, this Poker tool is gaining traction in the Agile community.
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What is the expected outcome of the daily scrum meeting?

Purpose and Outcome – The purpose of the Daily Scrum is to inspect and synchronize the team’s progress towards the Sprint Goal, discuss if anything impedes the team and re-plan the team’s work to achieve the Sprint Goal. The outcome of the Daily Scrum should be:

An updated Sprint Backlog An updated Sprint plan to achieve the Sprint Goal.

Afterward, every team member should have a clear plan for the day ahead. Possible impediments that limit them from achieving the Sprint Goal should have been identified. After the Daily Scrum, the team can spend some time to discuss the impediments in more detail and find a solution.
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What is the input and output of sprint planning meeting?

Sprint Planning input/output Last post 11:20 pm February 18, 2022 by Ian Mitchell 05:41 am February 11, 2022 Hi to all, Can anyone suggest me please what is the mandatory artifacts and other “things” to start Sprint Planning and to finish the Sprint Planning? In my mind there is no input (even if you don’t have items to take to the SB you need to refine it at event) and 2 outputs: Sprint Goal and at least 1-2 items in SB.

• Sprint planning is done to achieve / deliver a product vision while going along product roadmap.
• At least one needs to know what we need to achieve, why we are going through this sprint cadence, how we are going to achieve product vision.
• Product backlog is must for sprint planning, yes for very new product we can refine backlog items gradually, as it takes time, and in due course of time we can achieve a good product backlog health and sprint backlog health.
• After sprint planning, yes we have a sprint goal and sprint backlog as output.

11:44 am February 11, 2022

1. Mandatory artefacts and other things-
2. Artefact – product backlog, backed by strong product vision and clear product roadmap, Financer/ Investor
3. Other things- infrastructure/architecture of s/w identified or available for s/w development, environment, resources, expertise (technical, business), Dev team members, all stakeholders presence, meeting room or virtual meetup setting, understanding of sprint planning – why we are doing it – by all attendees, facilitatator for facilitating event

12:58 pm February 11, 2022 Can anyone suggest me please what is the mandatory artifacts and other “things” to start Sprint Planning and to finish the Sprint Planning? You’ll need a Product Goal to aim for, and a Product Backlog with items ordered and ready for discussion.

Also an understanding of the Developers’ capacity, so they know how much work they ought to take on, and a Definition of Done which describes the quality they must plan to achieve. If there have been previous Sprints you’d expect at least one actionable improvement from a prior Sprint Retrospective. You’ll also need access to the product so any planned value can in fact be added to it.

None of these inputs are mandatory, We want to start Sprinting now : that’s the imperative. If any required inputs are unavailable consider workshopping them out on the spot. In Scrum there is no excuse for putting the establishment of empirical process control in delay.01:23 pm February 11, 2022 The only artifacts in Scrum are the Product Backlog, the Sprint Backlog, and the Increment.

Of these, the only one that is mandatory going into the Sprint Planning is the Product Backlog. You will be creating the Sprint Backlog at Sprint Planning and you won’t have an Increment until sometime during the first Sprint. After the first Sprint, then being able to inspect the most recent product Increment and its place in the broader context could be useful at Sprint Planning.

The Product Backlog consists of the Product Goal and a set of Product Backlog Items. The real question is about the state of the Product Backlog going into Sprint Planning and how the quality of both the Product Goal and Product Backlog Items affects the team’s ability to have an effective Sprint Planning session.

• The Product Goal is created by the Product Owner.
• There’s little mention of the quality of the Product Goal, but the Scrum Master does support the Product Owner in finding ways to effectively define the Product Goal in a way that is good for all of the involved stakeholders.
• If the Product Goal is unclear to the Scrum Team and doesn’t help the team to craft Sprint Goals that serve as steps toward achieving that Product Goal, than it should be revised to help the team craft a Sprint Goal that defines the value for the Sprint at their Sprint Planning.

The Product Backlog Items go through a refinement process. The Scrum framework doesn’t have a lot to say about what it means for a Product Backlog Item to be well refined and ready for a Sprint. The only guidance in the Scrum Guide is that a Product Backlog Item is “ready for selection in a Sprint Planning item” when the Scrum Team believes that it can be accomplished within one Sprint.

In my experience, though, teams tend to think about a “Definition of Ready” that helps them understand what information is necessary to have confidence that the work is understood well enough to make the risk of taking it on acceptable. A good amount of Product Backlog Items should be considered ready going into the Sprint Planning session.

A common rule-of-thumb is 2-3 Sprints worth of Product Backlog Items should be well-refined and ready, based on how you count them. Some teams may use point estimation and velocity, others may use hours, others may use counts of Product Backlog Items.

The exact method doesn’t matter, but this gives the team the ability to shuffle the top of the Product Backlog based on feedback of the Sprint Planning and have a high likelihood of having well-refined items at the top. It may not be possible to have the whole top of the Product Backlog refined going into Sprint Planning, though.

Depending on the outcomes of the previous Sprint Review and Sprint Retrospective, the status of the top of the Product Backlog may change. The Sprint Review may shake up the Product Goal and/or the Product Backlog based on stakeholder feedback on the product along with changes to the product’s context.

• The Sprint Retrospective may adjust the team’s way of working, including the Definition of Done, that impacts how much work the team believes is achievable during a Sprint.
• Because of these changes, some refinement may be necessary at Sprint Planning or some work may be brought into a Sprint by accepting the risk of bringing in unrefined and unready Product Backlog Items.05:53 pm February 11, 2022 there is no input (even if you don’t have items to take to the SB you need to refine it at event) If the work is that adhoc, why there is need for sprint and effort for sprint planning ? You can ‘pull’ the items into your daily board whenever it is deemed to be important and ready.

But still from where you will ‘pull’ items ? You atleast need a backlog lean enough. If any of the guidelines seems to be not fit for your product development, better not to use it rather customising the framework. The framework is kept open to experiment various practices and techniques within, not to experiment the framework itself 😉 09:27 am February 12, 2022 Thanks to all and especially to Thomas.

1. Very valuable information.03:25 pm February 18, 2022 I am a new in Scrum and want to ask: what are the outputs of the Sprin Planning? Sprint Backlog and Sprint Goal.
2. Am i right? 11:20 pm February 18, 2022 The Sprint Backlog including the Sprint Goal.
3. It also includes a forecast of the Product Backlog items to be worked on, and enough of a technical plan for the Developers to get started.

: Sprint Planning input/output
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