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Our software company receives literally hundreds of support requests per day and there's a whole team working on our inbox. How can we gain effective metrics that map directly to our Scrum backlogs?
If we're too specific, the team has too constantly beware of changing metrics, if we're too general, the PO has to sort through too many emails to get reliable priority.
Any ideas?
What do you mean by "support requests"?
Assuming 3 broad buckets:
"How do I do x?" type questions
"This isn't working right" (i.e. a defect)
"It would be really helpful if it did y." enhancement requests
Within each of the categories (you may have more or less than 3, but 3 is a good number to work with), assign some tags that categorize the request. I like to organize the categories as labels for vertical columns, and put a 'flag' for each request in the column. This give a quick and dirty vertical bar chart, and I almost guarantee you'll see a Pareto ratio emerge, wherein 20% of the 'tags' result in 80% of the requests. Now your PO can prioritize among/across the 20% of each of the 3 broad buckets, knowing that they are the high-value ones.
You can keep this as a running exercise.
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I have to write the "assumptions" part of a pentest report and I am having trouble understanding what I should write. I checked multiple pentest reports (from https://github.com/juliocesarfort/public-pentesting-reports) but none of them had this paragraph. Also I found this explanation "In case there are some assumptions that the pen-tester considers before or during the test, the assumptions need to be clearly shown in the report. Providing the assumption will help the report audiences to understand why penetration testing followed a specific direction.", but still what I do have in mind it is more suited for "attack narative".
Can you provide me a small example (for one action, situation) so I can see exactly how it should be written?
I would think the "assumptions" paragraph and the "Attack narrative" paragraph are somehow overlapping. I would use the "Assumptions" paragraph to state a couple of high level decisions made before starting the attack, with whatever little information the pentester would have on the attack. I would expand on the tools and techniques used in the "Attack narrative" paragraph
For example an assumption could be:
"The pentester is carrying on the exercise against the infrastructure of a soho company with less than 5 people It is common for soho companies to use consumer networking equipment that is usually unsecure, and left configured as defualt. For this reason the attacker focused on scanning for http and ssh using a database of vendors default username and passwords"
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I have a product backlog with some features and a sprint backlog which includes tasks for these features, and also such tasks which are not directly related with stories in product backlog (for example, testing, "to connect to db", "to do interface design" and so on). How can I calculate the velocity then?
You have two options:
Estimate them and treat them as planned work. Not ideal, since these "tasks" don't yield direct value ot the product backlog, but it sounds like work and the product backlog contains all the work that could be done to deliver the product...
Ignore them and treat them as overhead, your velocity will be lower, but that's ok, the velocity then tells you how much work you've been able to deliver that adds value. These other tasks are just "overhead". Or they'd be part of what's commonly called Refinement.
Of course the better solution would be to slice your work in such a way that these tasks are part of delivering the value for that sprint.
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We are following Agile development methodology. As a SCRUM master, I am maintaining the Sprint BackLog. I want to know what is the best practice to accommodate any increase in effort for a particular task in the middle of a project.
For example, I am doing ABC task and in the starting of the sprint I have estimated that it requires 10 hrs to complete it, but on the second day I realized that it requires 20 hrs, so how will i update the Sprint Backlog.
You change the remaining work to 20 hours. Scrum is concerned with the actual work remaining, not whether the original estimate was right. That's important, but it's not explicitly part of Scrum.
If this threatens your ability to deliver on your commitment, then you need to discuss solutions with your team and possibly also the product owner. Perhaps:
A teammate might have a simpler solution.
Other tasks were overestimated and you can still deliver everything.
The product owner might decide it's not worth the effort.
Sprint planning was rushed and the sprint should be declared a failure and restarted.
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I know something about scrum and project management. For ex. We need to findout all steps of program and write down with their prioraty and work hours. But I don't know how to draw burn down chart for one sprint (which values do we need and which calculation creates the chart?).
You need
the duration of the sprint (in days). This is the x-axis.
the sum of all task-durations within a sprint. This is the y-axis.
Now you can calculate the ideal-line. On the first day no task is accomplished. On the last day all tasks should be accomplished.
The chart draws the task-hours that are not accomplished for each day.
That's it.
Here is a whole tutorial I wrote up on managing burn down charts including a google docs template and a microsoft excel template
http://joel.inpointform.net/software-development/burn-down-charts-tutorial-simple-agile-project-tracking/
which values do we need and which calculation creates the chart?
I guess crauscher already answered this question but I just wanted to say that there are tons of tools out there which can create the burndown for you automatically. All your Team has to do is enter and burn down hours during the Sprint. Although Agile suggests to prefer interactions and use less tools, if you really want to scale as a project/company you would need some sort of Agile project management software. A few I can recommend are : Scrumworks, Piviotal Tracker, Agilex.
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I'm thinking of forming a Hackers Club at work. My idea is that we would meet monthly and at each meeting one member would present an interesting hack he had created. (The hacks presented wouldn't necessarily have to be software hacks; they could also be the sort of things you read about in MAKE magazine.)
There would also be ANSI standard pizza, veggie pizza, and beer and pop available for socializing afterward. I'm even thinking of calling the club "TMRC" even though it will have nothing to do with model railroads.
Has anyone ever tried doing something like this or have any advice?
We do this at the office. I call it 'Developer Fight Club'
Usually do challenges of varying difficulty and compete against one another.
At the end of it, we go over our solutions, do code-reviews and discussions, and then use either benchmark results or other people as the deciding factor for who wins.
Typically, the loser has to buy lunch for the winner :)
For ideas of things to do, try stuff from Top Coder, programming questions on Stack Overflow, or even simple "crackme" applications available on different programming sites.
The main rules you'll need to adhere to are:
Make It Fun
Make It Educational Make
Make It Fair
Try to rotate the challenges, so either everyone is really good at the subject, equally bad, or at least mix it up often enough that it doesn't favor one person's skillset too much.
If there are women in your 'hacker' group, consider the advice given in the Howto Encourage Women in Linux. Especially the 'meeting places and times' section.
This is a little beyond what you asked, but there is good info on how to plan for hackers and how to resolve issues among members in a polite, hackerly manner.
Overview:
http://events.ccc.de/congress/2007/Fahrplan/events/2133.en.html
Videos:
http://chaosradio.ccc.de/23c3_m4v_1500.html
http://chaosradio.ccc.de/24c3_m4v_2133.html
My favorite is the Tuesday Pattern:
If there's a scheduling conflict such that no day of the week is good for everybody, just hold the event on Tuesday. No exceptions! Simple and fair :-)